Supplementary A - London Borough of Hillingdon

London Borough of Hillingdon 

Cabinet 

Meeting date: THURSDAY 15 TH MARCH 2007 

Time: 

Venue: 

7 PM 

COMMITTEE ROOM 6, CIVIC CENTRE 

HIGH STREET, UXBRIDGE 

The appendices for the following items are attached :- 

Item 3 - Review of The Council’s Secure and Probationary Tenancy 

Agreement and Conditions 

Item 5 - Minor Changes to the Housing Allocation Policy 

Item 6 - Quarter 3 Monitoring for Council Plan Council Plan and Community 

Strategy Work Programmes, Achievements and Quarterly Performance 

Report 

Item 11 - Property Asset Management Plan 2007 (appendices to follow)

Tenancy 

Agreement 

and 

Conditions 

COUNCIL LOGO 

Cabinet report 15 th March 2007 appendix to Item 3 Page 1

This page contains information about whom this agreement applies to, where to get 

advice and how to serve notice on the London Borough of Hillingdon. It does not form 

part of your Tenancy Agreement. 

Since May 2003, Hillingdon Homes Limited has managed the housing stock of the London 

Borough of Hillingdon on behalf of the Council. The London Borough of Hillingdon remain, 

however, your landlords and your agreement is still with them. 

At the front of this document is the agreement for both Probationary Tenancies and 

Secure Tenancies. Both of those types of tenancy can be equitable or legal (see 

definitions). 

There are two copies of the agreement; one for you to keep and the other will be retained 

by us. 

If there is anything you do not understand about your tenancy, you should ask a member 

of staff at the relevant Housing Office. Alternatively, you can contact a Housing Advice 

Centre, a Law Centre, Citizens Advice Bureau or a solicitor to get independent advice. 

If you wish to serve notice on the London Borough of Hillingdon relating to your tenancy, 

such notice should be addressed to the Mayor and Burgesses of the London Borough of 

Hillingdon, Civic Centre, High Street, Uxbridge, Middlesex UB8 1UW, and can be delivered 

to any Housing Office (see below). 

Ruislip Community Housing Team 

130 High Street 

Ruislip 

Middlesex, HA4 8LP 

Hayes Community Housing Team 

1390 Uxbridge Road 

Hillingdon 

Middlesex, UB10 0NE 

Yiewsley and Uxbridge Community Housing Team 


Yiewsley 

Middlesex, UB7 7QH 


(DRAFT COMBINED PROBATIONARY / SECURE TENANCY AGREEMENT FOR SIGNATURE) 

TENANCY AGREEMENT 

Address _________________________________ 

________________________________________ 

Property Size ______________________________ 

Reason tenancy granted : _____________________ 

(Specify : e.g. Transfer/EHU/Waiting list) 

Application No. _____________________________ 

Commencing date of Tenancy __________________ 

Rent Details 

Net rent 

Water charge 

Garage rent 

______________ 

______________ 

______________ 

Service charges ______________ 

TOTAL 

GROSS RENT 

______________ 

Family Composition 

Name Date of Birth Relation to tenant 

Tenant 

Previous address ____________________________________________________________ 

Please delete any of the following which do not apply : 

1. I/We understand that I am/We are probationary tenant/s and that I/We will become secure 

tenant/s on the first anniversary of the date that the tenancy started, as long as you have not 

started repossession proceedings against me/us or served a ‘notice of extension’. 

2. I/We agree that in respect of the above previous address £ …………… arrears of rent are 

owing to the Council. In consideration of the Council granting the above tenancy, I/We agree 

that any payments made by me / us will first be credited towards these arrears. 

3. I/We understand that if I/We have given the Council false information in connection with the 

application that has resulted in the tenancy being granted, legal proceedings may be taken 

and I/We may be liable for prosecution. 

4. I/We confirm that I/We have received an application form for Housing Benefit. 

5. I/We accept the above tenancy and confirm that I/We have received a copy of the Conditions 

of Tenancy. I/We accept these conditions. 

Signed ____________________ 

Signed ______________________ 

(Joint Tenants) 

_____________________________ 

Witnessed by _______________________________ Date 

_________________________ 


Introduction 

This document contains your Tenancy Agreement and conditions of tenancy. It combines 

the tenancy conditions for Secure and for Introductory tenancies (known locally as 

Probationary tenancies). You will see that some clauses vary according to the type of 

tenancy you have and these are marked accordingly. Where clauses are not marked, 

they apply to all types of tenancy. 

Your Tenancy Agreement is a legal contract between you and the London Borough of 

Hillingdon. Full details of the contract are set out in this booklet. It covers all the rights 

and responsibilities of you (the Tenant) and of us (the Landlord). It is an important legal 

document and should be kept in a safe place. You should take time to read the 

whole agreement. 

To help you find your way around this document, here is a brief summary of each section: 

Definitions 1. This section gives you the definition of certain words that 

have a specific meaning in this Agreement. 

About your 

Tenancy 

Agreement 

Rent and other 

charges 

2. This section explains some of your rights and 

responsibilities as a Tenant. 

3. This section tells you how and when to pay your rent and 

any other charges due under this Agreement and what 

happens if you don’t pay on time. 

Grounds for 

Possession 

4. This section gives you information about the various 

grounds upon which we can seek possession of your 

home. 

Repairs and 

maintenance 

5. This section sets out what repair and maintenance 

responsibilities we have and what repairs you must carry 

out or arrange to have carried out yourself. 

Your neighbours 

and the community 

6. This section tells you how you and your household are 

expected to behave. 

Living in your 

home 

7. This section sets out what you are allowed to do in your 

home, what changes you can make, who can live with 

you, what pets you can keep, and where you can park. 

Health, safety and 

hygiene 

8. This section tells you what you must do to keep your 

home safe and how to prevent danger to yourself, your 

family and others. 


Communication 

and consultation 

9. This section sets out how we will treat you, how we 

include you in decisions about your home and the 

services we provide, and how we deal with complaints. 

Ending your 

tenancy or handing 

it to someone else 

10. This section tells you what you need to do when you 

decide to end your tenancy or decide to hand it to 

someone else and how to move somewhere else. 

Changing the 

management of 

housing services 

11. This section explains your right to choose other ways for 

your home to be managed. 

Buying your home 12. This section explains what rights you have to purchase 

your home. 


1. DEFINITIONS 

Certain words in this Agreement have a specific meaning because this is a legal 

document. The words used may have a different, more general or more limited meaning 

than you would normally expect. 

Premises, property or 

home 

1.1 The dwelling let to you, including any garden, 

integral garage, carport, hard standing, shed, 

outbuilding, fence or wall. 

We, us or the Council 1.2 The London Borough of Hillingdon or any agent or 

contractor appointed to help carry out the 

management and maintenance of the Council’s 

housing stock. 

You or Tenant 1.3 The legal or equitable tenant of the property. If 

you are a joint legal or equitable tenant, then the 

words ‘you’ or ‘tenant’ refer to you jointly and 

individually. 

Assignment 

or to assign (secure 

tenants only) 

1.4 This is the legal process of passing all your 

tenancy rights and responsibilities over to another 

person. 

Care Leaver 1.5 If you are a Care Leaver and a Relevant Child 

within the Children (Leaving Care) Act 2000, we 

have a duty to maintain you in suitable 

accommodation. 

Contractual tenants 1.6 If at any time you lose your security of tenure (see 

below para.1.24), you will lose many of the rights 

and benefits currently attached to your tenancy 

and you will no longer be a secure tenant but will 

become a contractual tenant. 

Contractual tenants have little or no rights 

regarding the property and their tenancy can be 

ended by service of Notice to Quit. 

Demoted tenancy 1.7 The demoted tenancy was introduced by the Anti 

Social Behaviour Act 2003 to enable us and other 

organisations to deal effectively with anti social 

behaviour. 

Only a court may demote a tenancy and we may 


make an application if you, members of your 

household or your visitors are involved in anti 

social behaviour. 

If the court orders that your tenancy be demoted, 

your secure tenancy will come to an end from that 

date and will be replaced by a demoted tenancy. 

As a demoted tenant, you will have limited rights 

and less protection from eviction than a secure 

tenant. 

If your tenancy is demoted you will not have the 

right to: 

• Apply for the right to buy your property 

• Sub-let part of the property or take in a 

lodger 

• Apply to exchange your property 

• Improve or alter your home, or seek 

compensation for improvements 

Besides the four exceptions mentioned above, 

once the tenancy is demoted all the other terms 

and conditions of your tenancy will apply unless 

the court orders otherwise. 

If you do not cause any further nuisance or break 

your tenancy agreement in any other way, you will 

automatically become a secure tenant again after 

twelve months. 

However if there are further breaches following 

the Demotion Order, we may take steps to evict 

you from your home. 

Domestic Violence 1.8 Domestic violence is any incident of threatening 

behaviour, violence or abuse between adults who 

are or have been in a relationship together, or 

between family members, regardless of gender or 

sexuality. 

Such violence is not limited to the home and may 

take place anywhere. 

Equitable Tenants 1.9 An equitable tenant is a sole tenant who has not 

yet reached the age of eighteen. 

Joint equitable tenants are joint tenants none of 


whom have reached the age of eighteen. 

If you are an equitable tenant or joint equitable 

tenant the conditions of tenancy apply to you in 

the same way as they do to legal tenants. 

Unless we expressly say otherwise either at the 

beginning of the tenancy or during the tenancy, if 

you are an equitable tenant or joint equitable 

tenants, we will hold the legal title to the tenancy 

for you until the sole equitable tenant, or one of 

the two equitable tenants, reaches eighteen or the 

tenancy is given up or otherwise comes to an end. 

Fraud 1.10 This is when someone gives false or misleading 

information or takes certain action in order to get 

something which they would not otherwise be 

entitled to get, for example money, benefits or a 

tenancy. 

Household and 

members of your 

household 

1.11 This includes everyone who lives in the property 

with you. This could include but is not limited to 

your partner, children, friends, carers or lodgers 

and others that may live with you even for short 

periods of time. 

Legal tenant 1.12 A legal tenant is a sole tenant who has reached 

the age of eighteen. 

A joint legal tenant is a joint tenant who has 

reached the age of eighteen. 

Mutual Exchange 

(not applicable to 

probationary tenants) 

1.13 Swapping the premises and tenancy with the 

premises and tenancy of another tenant. You can 

swap with another council tenant or the tenant of 

another council or social landlord. Note that you 

can only lawfully swap premises with another 

tenant with our written permission. 

A social landlord in this context refers to either a 

Registered Social Landlord (see clause 1.22) or a 

Housing Trust which is operating as a charity. 

Housing Trusts are housing organisations which 

seek to provide affordable housing. Quite a 

number of them are also registered social 

landlords. 


Neighbour 1.14 Everyone living in the locality, including people 

who own their own homes, tenants of other 

councils or social landlords or tenants of private 

landlords and those in temporary accommodation. 

Notice 1.15 This is a formal written document, given either by 

you or the Council. 

Examples of Notices given by the Council would 

include, but are not limited to, a Notice of Seeking 

Possession, a Notice to Quit or a Notice of 

Variation. 

Partner 1.16 A husband, wife, civil partner, same sex partner or 

someone who lives with you as your husband or 

wife. 

Penalty Notice 1.17 This is a notice which can be issued by council in 

order to deal with problems such as litter and 

noise. The notice will normally require a fine to be 

paid for the alleged wrong doing. 

Permission 1.18 If, in this Agreement, it says that you must ask for 

permission to do something, you must put your 

request in writing. The document must be signed 

by you or somebody on your behalf and posted or 

delivered to the relevant Housing Office. You must 

then obtain written permission from your housing 

officer before doing whatever it is that requires our 

permission. 

Possession Order 1.19 This is an Order from the Court granting us 

possession of your home. 

The Order can be outright or postponed. If 

postponed, it is only enforceable (and you will only 

lose your home) if you break the condition of the 

postponement or commit some other breach of 

your tenancy agreement or do something that 

gives rise to a ground for possession. 

Probationary Tenancy 1.20 The Housing Act 1996, Part 5, allows us to create 

‘Introductory Tenancies’ which are defined in 

section 124 of that Act. Introductory tenancies 

last only for a limited time before they become 

secure tenancies; introductory tenants have fewer 

rights and less protection from eviction than 


secure tenants. 

We call these types of tenancies ‘Probationary 

Tenancies’ and every reference to ‘Probationary 

Tenancy’ and ‘Probationary Tenant’ should be 

construed accordingly. 

‘Probationary Period’ refers to the ‘trial period’ 

specified in under the 1996 Act. 

A Probationary tenancy is for a trial period. Such 

period initially lasts 12 months. If you keep to the 

terms of the agreement during the trial period the 

tenancy will automatically become a secure 

tenancy after this time. 

Every tenant who has not held a secure or 

assured tenancy immediately before this tenancy 

will be given a Probationary tenancy in the first 

instance. 

By law, during the probationary period, you do not 

have the same rights as a ‘Secure tenant’. 

You cannot: 

• Apply for the right to buy your home 

• Sub-let part of the property or take in a 

lodger 

• Apply to exchange your property 

• Assign your tenancy to another person 

• Improve or alter your home, or seek 

compensation for improvements 

• Apply for the Right to Repair 

If we become concerned about your conduct 

during the probationary period, we may extend 

your probationary tenancy for a further six months. 

Quiet Enjoyment 1.21 This refers to your right to live in your property 

without unnecessary and /or unreasonable 

disturbance from others. 

Registered Social 

Landlord 

1.22 This is any landlord that is registered with the 

Housing Corporation to provide social housing. 

This can include housing associations, trusts and 


co-operatives. 

Secure tenant / tenancy 1.23 A secure tenancy is one: 

• that is not excluded from being a secure 

tenancy by Housing Act 1985 

• that is not a probationary tenancy and has 

not been made into a demoted tenancy 

• that grants exclusive occupation of a 

separate dwelling 

• of which a local authority like us is the 

landlord 

• where the tenant lawfully occupies the 

property as her/his only or principal home 

A secure tenant is someone who is granted a 

secure tenancy and occupies the property as 

her/his only or principal home. 

Security of Tenure 1.24 This refers to the rights and benefits attached to 

secure tenancies. 

Service Charges 1.25 These are charges that must be paid in addition to 

the rent for the property. They are for services or 

facilities that you benefit from. 

They do not apply to all tenancies. Most often 

these are charged to people who live in properties 

where there are shared or common facilities that 

need maintaining, for example communal lighting 

and door entry systems, or where there are 

common areas that need cleaning and 

maintaining. 

Shared or Communal 

Areas 

1.26 When we use the words ‘shared or communal 

areas’ we mean stairs, lifts, landings, foyers, 

entrance halls, roofs, paved areas, shared 

gardens, bin stores, parking bays and any other 

area accessible to more than one person. 

Statutory Undertakers 1.27 Persons authorised by an enactment or statutory 

provision to carry out certain public functions (e.g. 

Transco). 


Subletting & Lodgers 

(not applicable to 

probationary tenancies) 

1.28 Subletting is entering into an agreement with 

another person, either written or verbal, by which 

they pay you money to live in the whole or part of 

the property, while you live either somewhere else 

or live in the other part of the property. The person 

you sublet to is called a Subtenant. 

A lodger is someone who lives in the property with 

you but to whom you have not sublet the whole or 

part of the property. 

If you have a demoted or probationary tenancy, 

you are not allowed to take in a lodger or sublet 

the whole or part of the property. 

If you are a secure tenant you are permitted to 

allow a lodger(s) to live in your property as long as 

you fulfil the requirements set out in paragraph 7.4 

below. You are also permitted to sublet part of the 

property as long as you fulfil the requirements set 

out in 7.6 below. 

Succession & 

Survivorship 

1.29 A tenancy may - in some circumstances - be 

passed on to another person when the tenancy 

dies. 

Where a sole tenant dies, the Housing Act 1985 

gives the right for the tenancy to pass to the 

tenant’s husband/wife/civil partner or family 

member. 

The law defines a ‘family member’ in this context 

as parents, grandparents, children, grandchildren, 

siblings, uncles, aunts, nieces, nephews, step 

relations, half relations, unmarried partners 

(heterosexual) and unregistered same sex 

partners. 

In the first instance a person is only qualified to 

succeed the tenant if he or she lives in the 

property as his or her only or principal home. 

In the case of family members they must have 

been living with the tenant for at least twelve 

months. 

A statutory Succession can only happen once. 

Where one joint tenant dies the tenancy 

automatically passes to the surviving tenant under 

the rule of Survivorship. In such circumstances, 


the surviving tenant does not have to have lived in 

the property at the time of the other tenant’s 

death; he or she will be expected to move into it 

thereafter. 

Survivorship is a form of succession and therefore 

it is not possible to succeed to a tenancy that was 

held by a surviving joint tenant. 

Tenancy Conditions 1.30 The tenancy conditions in this Agreement state 

your responsibilities and those of us as Landlord. 

Transferring 1.31 This is when you move to another property owned 

by us or owned by another council or registered 

social landlord. 


2. ABOUT YOUR TENANCY AGREEMENT 

Please remember that in this Agreement there are specific sections that are only 

applicable to Probationary Tenants and certain sections that are only applicable to Secure 

Tenants. 

Within this section 

Acceptance of the conditions of tenancy 2.1 

Your rights as a tenant 2.2 

Photographs 2.3 

Keeping to the Agreement 2.4 

Responsibility of joint tenants 2.5 

Consequences of breaking the terms of this Agreement 2.6 

Action that may be taken against secure tenants 2.7 

Action that may be taken against probationary / demoted tenants 2.8 

Access to personal records 2.9 

Disclosure of information to third parties 2.10 

National Fraud Initiative 2.11 

Acceptance of the 

conditions of tenancy 

2.1 Once you have signed the Tenancy Agreement you 

have accepted the conditions of tenancy and are 

legally bound by them. However signing this 

Agreement does not limit any rights you may have 

under any other statutory provisions. 

Access to services 2.2 We operate an equal opportunities policy. We aim to 

ensure that all tenants can access our services. 

Photographs for all 

new tenants 

2.3 We will take photographs of all new tenants as and 

when they come in to sign their Tenancy Agreement 

or as soon as is reasonably practical thereafter. The 

photographs will be retained electronically and will not 

be disclosed to any third parties unless we are 

required to do so by law. 

Photographs for 

existing tenants 

2.3.1 At some point in the future photographs of existing 

tenants may also be required in order to update our 

records. As mentioned above these photographs will 

be retained electronically and will not be disclosed to 

a third party unless we are required to do so by law. 

Keeping to the 

agreement 

2.4 This Agreement gives you the right to stay in your 

home as long as: 


• You do not break any of the conditions of the 

Agreement 

• You live in the premises as your only or 

principal home 

• You do nothing that gives rise to a ground for 

possession under the Housing Act 1985, 

schedule 2 

• We have no other reason for asking the Court 

to grant a possession order. 

Responsibility of joint 

tenants 

2.5 In the case of a joint tenancy, at least one of the joint 

tenants must occupy the property as their only or 

main home. 

Joint tenants have a shared interest in the property for 

the whole period of the tenancy. They are jointly and 

individually liable to pay the charges and for all the 

obligations under the tenancy. 

Consequences of 

breaking the terms of 

this Agreement 

2.6 If you break any of the conditions of this Agreement 

we may take legal action against you. The action 

taken in such circumstances will depend on the type 

of tenancy you have. 

Action that may be 

taken against secure 

tenants 

2.7 If you are a secure tenant there are a number of 

remedies we may seek if you breach any of the terms 

of your Tenancy Agreement. The options we will 

usually consider are: 

• Order for Possession 

• Injunction, including Anti-social behaviour 

injunctions 

• Order for Demotion of Tenancy 

• Anti Social Behaviour Order. 

There may be other options that we pursue, 

depending on the circumstances 


taken against 

probationary / 

demoted tenants 

2.8 For tenants with probationary tenancies we may take 

steps to extend the trial period of your tenancy for a 

further six months. 


If you have a probationary or a demoted tenancy and 

you break any of the conditions of this Agreement, we 

may decide to end your tenancy and take legal action 

to evict you. 

We may also seek an Injunction or Anti Social 

Behaviour Order against you for breach of your 

tenancy conditions. 

There may be other options that we pursue, 

depending on the circumstances. 

Access to personal 

records 

2.9 You have a legal right to see information held about 

you and your household. 

If you wish to view such data you will need to make a 

request in writing, pay the relevant charge and 

provide proof of your identity. 

If you wish to see information given by another person 

or organisation you may only do so if they have given 

their written permission. 

If you think any of the information recorded is 

inaccurate you can ask for it to be changed and we 

will record this on the file. 

Disclosure of 

information to third 

parties 

2.10 You have certain rights under the Data Protection Act. 

We will respect these rights at all times and not 

disclose personal information to a Third Party unless 

we have a duty to do so or are required to do so by 

the law. 

National Fraud 

Initiative 

2.11 The Audit Commission is an independent public body 

responsible for ensuring that public money is spent 

economically, efficiently and effectively. The Council 

and its managing agent or contractor have to take 

part in a regular National Fraud Initiative (NFI), which 

the Audit Commission manages nationally, and which 

is administered locally by the council. 

The purpose of the NFI is to detect fraud and error in 

payments made from the public purse. 

The information used in the NFI will include housing 

rents and tenancy details, as well as other 

information, such as housing benefits. The council 

and its managing agent or contractors have a legal 

obligation to give this information to the Audit 

Commission. It will be compared with the records of 


other councils and public bodies like the Department 

for Work and Pensions. Detailed investigations will 

be carried out where it looks as though they may be 

necessary. 

All the information is subject to strict data protection 

guidelines and rules of investigation. 

3. RENT AND OTHER CHARGES 


Rent 3.1 

Water Rates 3.2 

Service charges 3.3 

Heating charges 3.4 

How to pay your rent 3.5 

Notice of rent changes 3.6 

Changes in other charges 3.7 

Failure to pay 3.8 

Allocation of rent payments made 3.9 

Rent 3.1 The rent is a weekly amount decided by the council. It 

must be paid on a Monday, one week in advance. It may 

be increased from time to time and we will send you 

notice of any increase. 

Water Rates 3.2 Unless you have a water meter you will also pay with the 

rent an amount to cover the water rates. 

Service charges 3.3 In addition to the rent you must pay any service charge 

specified in the Agreement or advised to you from time to 

time after the appropriate notification has been given. 

Heating charges 3.4 In certain properties we provide heating and/or hot water 

for which a separate charge will be made. Such a charge 

will form part of your rent. 

How to pay your 

rent 

3.5 You can pay your rent in a number of ways (currently 

including) : 

• By Direct Debit or Standing Order 

• At a Post Office 

• At your Bank 


• At the Cashier’s Office 

• Over the phone 

• On line via the council’s website. 

If you have difficulty paying the full rent you should apply 

to the council for Housing Benefit. 

For full and current information refer to the Tenant 

Handbook. 

Notice of rent 

changes 

3.6 From time to time we may change your rent. We will not 

change your rent until you have been notified in writing 

at least four weeks before you need to start paying any 

new amount. 

Changes in other 

charges 

3.7 We will notify you in writing of any changes in other 

charges as soon as possible after the decision to alter 

them. 

Failure to pay 3.8 You must pay your rent and other charges in full as they 

become due. If you have difficulty paying see your 

Tenant Handbook for advice and more information. 

If you fail to pay your rent and other charges we will take 

legal action to recover the debt and possibly seek a Court 

Order for Possession of your home. This could lead to 

your eviction from the property. 

Allocation of rent 

payments made 

3.9 The council may also require the payment of any arrears 

owed on a previous tenancy through your current rent 

account. 

Where arrears exist on a rent account, payments received 

will be applied to the oldest debt first. 


4. GROUNDS FOR POSSESSION 


Secure Tenants 4.1 

Notice of Seeking Possession 4.2 

Service of Notices 4.3 

For Secure tenants only 4.4 – 4.7.3 

Grounds for possession 4.4 

Grounds on which court may order possession if it considers it reasonable 4.5.1 

Grounds on which the Court may order possession if suitable alternative 4.6 

accommodation is available 

Grounds on which the Court may order possession if it considers it reasonable 4.7.1 

and suitable alternative accommodation is available 

For Probationary tenants only 4.8 – 4.8.5 

For Probationary / Demoted Tenants only 4.8 

ALL TENANTS 

4.9 

Other remedies available to the Council 

Eviction 4.10 

Being found intentionally homeless 4.11 

Order for Possession 4.1 We can only bring your tenancy to an end and 

repossess your home if we obtain an order for 

possession from the court. 

Notice of Seeking 

Possession or Notice of 

Proceedings for 

Possession 

4.2 Prior to the issue of legal proceedings we are 

required to serve a Notice of Seeking Possession or 

a Notice of Proceedings for Possession. 

A Notice must give a minimum of four clear weeks 

notice prior to the issue of legal proceedings. There 

are limited exceptions to this rule, see below. 

In some cases the Court may dispense with service 

of the Notice. 

Service of Notices 4.3 If we need to serve you with a Notice of Proceedings 

for Possession, a Notice to Quit or a Notice of 

Seeking Possession or any other Notice, this will be 

done by either 

• handing it to you in person or to any adult at 

the property or your last known address 


• delivering it through the letter box of the 

property or your last known address; or 

• sending it by first class post to the property or 

your last known address 

We retain the right to choose the most appropriate 

method of service. 

Grounds for possession 

(secure tenants only) 

4.4 The grounds for possession are set out in Housing 

Act 1985, schedule 2. These are the principal 

grounds on which we will seek possession of your 

secure tenancy and they are set out below; the law 

may change during your tenancy and new grounds 

may be added, we therefore may add to this list or 

seek possession on different grounds if we believe 

that it is appropriate to do so. 

It is not enough for us to show that a ground is made 

out, we normally will have to demonstrate to the court 

that it is reasonable to order possession. This is a 

question for the court and means that they will 

consider all of the surrounding circumstances when 

deciding reasonableness. 

If we have to provide alternative accommodation, that 

accommodation must be suitable. It is for us to decide 

what is suitable in the circumstances, although you 

may challenge this in the courts. 

Grounds on which court 

may order possession if 

it considers it 

reasonable (secure 

tenants only) 

4.5.1 Failing to pay the rent or breaking some other 

condition of tenancy. 

4.5.2 You or a person living in or visiting the property has 

been guilty of conduct causing or likely to cause a 

nuisance or annoyance to a person residing, visiting 

or otherwise engaging in a lawful activity in the 

neighbourhood. 

You or a person living in or visiting the property has 

been convicted of using the dwelling house or 

allowing it to be used for immoral or illegal purposes, 

or an arrestable offence has been committed in the 

property or in the locality of the property. 

In the cases where this ground applies the law allows 

us to start court action immediately after the Notice 

has been served - we do not need to wait for the four 


week period as we usually do. 

Where the anti social behaviour is of an extremely 

serious nature, we may consider applying to court for 

permission to be excused from the requirement to 

serve a Notice of Seeking Possession at all, in which 

case we will just bring proceedings against you for 

possession. 

4.5.3 You or anyone living in the property damages the 

property or common parts used by other tenants, 

such as a staircase in a block of flats. 

4.5.4 You or anyone living in the property deliberately 

damages furniture provided by us. 

4.5.5 You or a person acting at your instigation, knowingly 

or recklessly, gave false information in order to obtain 

a tenancy. 

4.5.6 Your tenancy has arisen through mutual exchange of 

properties and money has changed hands as part of 

this transaction. 

4.5.7 The property was made available to you (or to a 

previous tenant from whom you have now 

succeeded), while work was being carried out on your 

original property and the work is now complete so 

that you can return to live there. 

4.5.8 The property was occupied by 

• a married couple, or 

• a couple who are civil partners of each other, 

or 

• a couple living together as husband and wife 

• or a couple living together as if they were civil 

partners 

and one partner has left because of violence, or 

threats of violence, by the other and the partner who 

has left is unlikely to return. 

Grounds on which the 

Court may order 

possession if suitable 

4.6 The property is overcrowded and the tenant(s) is(are) 

in breach of statutory regulations. The relevant 

housing officer will inform you if you are in breach of 


alternative 

accommodation is 

available (secure 

tenants only) 

statutory regulations. 

4.6.1 We wish to demolish or rebuild the property or carry 

out work on it and cannot do so without obtaining 

possession. 

4.6.2 The property is part of a redevelopment scheme and 

the property is to be sold as part of this scheme. 

Grounds on which the 

Court may order 

possession if it 

considers it reasonable 

and suitable alternative 

accommodation is 

available (secure 

tenants) 

4.7.1 You occupy a property which has been specially 

adapted to suit the needs of a disabled person but 

there is no longer a disabled person living there and 

we need the property to accommodate another 

disabled person. 

4.7.2 Social Services or a special facility is provided nearby 

to help people with disabilities but no one with special 

needs resides in the property any longer and we 

require the property to house someone who does 

have those special needs. 

4.7.3 You have succeeded to a tenancy but the property is 

larger than you reasonably need. 

(This ground does not apply to the spouse or civil 

partner of the previous tenant). 

For probationary / 

demoted tenants only 

4.8 There are different rules that apply for probationary 

and demoted tenants because you have less security 

of tenure and you can therefore lose possession of 

your property more easily than secure tenants. 

Although we must still obtain an order from the court 

before you are evicted and must still act reasonably, 

we do not need to show that a ground for possession 

has been made out. 

4.8.1 If you break any of the conditions of your tenancy we 

may decide to end your tenancy and take legal action 

against you. 


4.8.2 Before ending your tenancy, we must send you a 

‘Notice of Proceedings for Possession’. This is a 

legal notice and it will tell you that we intend to go to 

court and ask for a possession order. The notice will 

give the reasons why we are seeking possession of 

your property. 

4.8.3 If you are served with a Notice of Proceedings for 

Possession, you have the right to request a review of 

the decision to evict you. Such a request must be 

made within fourteen days of the date we gave you 

notice. The Notice will give full details on how you can 

request a review. Full details on the procedure 

followed on review are obtainable from your housing 

officer. 

When we carry out our review, we may decide that 

our original decision was wrong and you will be 

allowed to stay in the property. We may decide, 

however, to uphold our original decision to seek 

possession, in which case we will apply to the court 

for an order for possession. 

4.8.4 The law does not require us to prove a legal reason 

in court and there may be many reasons why we 

decide to seek possession, some of the most 

common reasons we might seek to evict you include 

• Anti social behaviour 

• Rent arrears 

• Damage to the property 

4.8.5 Once the matter gets to court, and it is shown that we 

have followed the correct procedures, the Judge will 

have no choice but to make a Possession Order 

against you. 

ALL TENANTS 

Other remedies 

available to the council 

4.9 You should be aware that if you breach your 

conditions of tenancy or behave in an anti social 

manner we may apply to the court for 

• An Injunction 

• A Demotion Order 

• An Anti Social Behaviour Order 

• The suspension of your right to buy 

• Any other order which the law allows us to 


seek at the same time as an order for 

possession and which we consider necessary 

in all the circumstances. 

Such action can be taken in addition to possession 

proceedings. 

Eviction 4.10 If, after a Possession Order has been obtained you 

do not keep to the terms of the order, we may apply 

to court and ask the bailiffs to evict you. 

Being found 

intentionally homeless 

4.11 You should also be aware that if the court makes a 

Possession Order against you and you subsequently 

present as homeless to any local authority you and 

your household might be found to be intentionally 

homeless, which means that the local authority may 

not have a duty to accommodate you. 


5. REPAIRS AND MAINTENANCE 


Council’s obligation : General Repairs 5.1 

Wilful damage and neglect 5.2 

Right to repair 5.3 

Alterations and adaptations 5.4 

Maintenance of common parts 5.5 

External painting 5.6 

Services 5.7 

Major works of repair and improvement 5.8 

Alternative Accommodation 5.9 

What the tenant must do: 5.10 

Faults/ disrepair 5.11 

Defects 5.12 

How to report repairs / defects 5.13 

Duty to grant Access 5.14 

Emergency Access 5.15 

Gas Safety Checks 5.16 

Maintenance of the council’s fittings and fixtures 5.17 

Protecting the pipes 5.18 

Your own equipment 5.19 

Fuses, light bulbs, fluorescent tubes and starters 5.20 

Pest control 5.21 

Insurance 5.22 

Council’s obligation: 

General Repairs 

5.1 We will keep in repair and proper working order: 

• The structure and outside of the property 

including drains, gutters and external pipes 

• Installations for the supply of water, gas and 

electricity and for sanitation including 

basins, sinks, baths and toilets 

• Any fires or central heating or installation of 

water heating which belong to us 

• Lift services and communal amenities. 

We will carry out these repairs within a reasonable 


period of time after notification of the repair issue. 

Under normal circumstances urgent repairs will be 

dealt with or made safe as soon as possible. 

Wilful damage and 

neglect 

5.2 We may refuse to carry out works or repairs if they are 

needed because of your failure to use the property in 

a tenant-like manner. 

Right to repair 


5.3 If you are a secure tenant you have a legal right to 

carry out certain repairs yourself and claim 

compensation if they are not carried out by us within a 

reasonable time. 

Details of how to make enquiries about the Right to 

Repair can be found in the Tenant Handbook. 

Alterations and 

adaptations (secure 

tenants only) 

Alterations and 

adaptations 

(probationary / 

demoted tenants only) 

5.4.1 

5.4.2 

If you are a secure tenant you must seek our 

permission before making alterations or adaptations to 

the property (further details can be found at 7.9). We 

may impose conditions when giving permission for 

any alterations or adaptations, which you must comply 

with. 

We will not accept any liability or responsibility for 

maintaining any alteration or addition you have made 

to your premises or for any problems caused to the 

rest of your property by such alterations or 

adaptations. 

If you are a probationary or demoted tenant you are 

not permitted to make any alterations or adaptations 

to the property during the trial period. 

All tenants 

5.4.3 

You may be charged the cost of removing any 

unauthorised alterations or adaptations which you 

have done either as a secure tenant or as a 

probationary or demoted tenant. 

Maintenance of 

common parts 

5.5 We are responsible for keeping the common parts of 

the building in a reasonable state of repair and in a 

safe condition. This includes, but is not limited to 

paths, steps, stairs, landings, corridors, halls, play 

areas and open spaces and fire escapes. 

We will inspect the common parts of blocks and 

estates at regular intervals. 


External painting 5.6 We will redecorate the exterior of the property and any 

communal areas such as halls, staircases or corridors 

at regular intervals. 

Services 5.7 Where we provide door entry systems, lifts, or the like, 

we will maintain such services efficiently as far as is 

reasonably practicable. We will not be liable for any 

failure in services, where the cause is beyond our 

control. 

Major works of repair 

and improvement 

5.8 We will seek and consider the views of all affected 

tenants on any proposed major repair and/or 

improvement scheme. 

Alternative 

accommodation 

5.9 If you have to be rehoused on a temporary basis so 

that work may be done to your property, we will try to 

arrange rehousing in a suitable alternative property. 

If you are moved to alternative accommodation, you 

will normally be required to return to the original 

property once the works have been completed. 

While you are living in alternative accommodation 

during any works, unless you are given an agreement 

governing your occupation of the temporary 

accommodation, you must comply with the terms of 

this agreement as if it applied to the temporary 

accommodation. Similarly, any conditions imposed on 

your occupation of the property - including payments 

of arrears of rent under an order for possession or 

terms as to your behaviour - must still be complied 

with while you are in the temporary accommodation. 

If you are required to return to the property once the 

works are completed, you must vacate the temporary 

accommodation when requested to do so. 

If, because of major damage to a property, you lose 

the use of the living room or a bedroom you may 

apply to the relevant housing officer for a reduction in 

rent until the damage is repaired. 

What the tenant must 

do: 

5.10 You also have certain legal obligations and must carry 

out repairs for which you as tenants are responsible. 

For more details see your Tenant Handbook 


Defects, faults and 

disrepair 

5.11 You must report immediately to us or our agents any 

defect in the property which is likely to affect public 

health or the stability of the structure. Other faults or 

disrepair must be reported as soon as possible. 

How to report repairs / 

defects 

5.12 Repairs and defects can be reported by telephone, 

email, in person or in writing. Further details of how to 

report defects and repairs can be found in the Tenant 

Handbook. 

Duty to grant Access 5.13 Access will normally be required for the following (but 

not limited to) purposes: 

• Inspection of the state of repair and condition of 

the property or an adjoining property 

• To carry out repairs or improvements or gas 

servicing or safety inspections 

• To ensure compliance with the conditions of 

this Agreement and health and safety 

Regulations 

• To carry out emergency works 

If you do not let us in we may take legal action against 

you to make you give us access or to allow us to 

make a forced entry into the property. 

If we do this, we may ask the court to order you to pay 

our costs of doing so, which costs may be added to 

your rent account. This may cause your rent account 

to fall into arrears. 

Emergency access 5.14 In an emergency our officers, agents or anyone 

working on our behalf may enter your property or 

adjoining property using any appropriate means 

necessary; but on completion of the work or 

inspection your home will be properly secured and 

repaired if necessary. You may need to collect the 

keys to any new lock from your housing officer during 

office hours. 

An emergency in these circumstances is where in our 

opinion someone’s safety is or may be at risk, or 

where there is a risk that the property or other 

properties could be badly damaged. 

Gas Safety Checks 5.15 By law, we must inspect and service all gas 


appliances in your home every year. This check is for 

your own safety and protection. You must allow us, 

our contractors, our managing agents or the statutory 

undertaker (e.g. Transco) access to your property to 

carry out this service. Even if you have had your gas 

appliances removed, we will still require access if 

there are gas pipes serving the property, as these will 

need to be checked. You will be notified of the date on 

which the service will be carried out. If you cannot 

keep the appointment you must notify those 

concerned as soon as possible and make an 

alternative appointment. 

Failure to keep the appointment made for you is a 

breach of your tenancy conditions. It is also a breach 

if you fail to make yourself available or deny us 

access to your property. In such circumstances we 

may get an injunction against you through the courts, 

or we may start legal action against you for the 

repossession of your home. 

Any court action taken will involve costs which we will 

seek to recover from you in full. Those costs may be 

added to your rent account. This may cause your rent 

account to fall into arrears. 

Maintenance of the 

council’s fittings and 

fixtures 

5.16 It is your responsibility to keep the inside of your 

property and its fixtures and fittings in a good state. If 

you fail to take reasonable care of the property and its 

condition deteriorates then we can: 

• ask you to carry out the repair or replacement 

at your own expense and to our satisfaction; or 

• if you fail to carry out work or to make good 

damage for which you are responsible, we 

may, after giving reasonable notice, enter the 

property to carry out necessary works and 

charge you a reasonable amount 

• apply to the courts for a possession order or an 

Injunction requiring you to carry out the work 

yourself. 

Any court action taken will involve costs which we will 

seek to recover from you in full. Those costs may be 

added to your rent account. This may cause your rent 

account to fall into arrears. 

Protecting the pipes 5.17 You must take reasonable steps to prevent pipes in 

your property from freezing and bursting. 


Your own equipment 5.18 It is your responsibility to repair and maintain all your 

own equipment, such as a cooker or washing 

machine. 

You must also take active steps to prevent damage to 

the property by fire or explosion. 

Pest Control 5.19 It is your responsibility to report the presence of mice 

or other pests in the property. This clause also 

applies to pests found in any garage or outbuilding 

and in the garden if it is likely that the pests could 

cause nuisance to any person or damage to your or 

another person’s property. 

See the Tenant Handbook for information on the pest 

control service. 

Insurance 5.20 You are responsible for insuring all your household 

contents and personal belongings against loss or 

damage You are strongly advised to take out 

adequate insurance. Details of our contents 

insurance scheme may be obtained from your housing 



6. YOUR NEIGHBOURS AND YOUR COMMUNITY 


Your entitlement 

6.1 

Quiet enjoyment 6.2 

Anti Social Behaviour by those living in and visiting your property 6.3 

Examples of acts which may cause a nuisance or annoyance 6.4 

Household Rubbish 6.5 

Shared Areas 6.6 

Repaying the costs of repairs 6.7 

Harassment 6.8 

Examples of unacceptable behaviour 6.9 

Action that may be taken by the Council 6.10 

Domestic Violence 6.11 

Your entitlement 6. 1 You are entitled to enjoy living in your property and to 

quiet enjoyment of your property. 

You should be treated with respect and tolerance by 

your neighbours. 

You should not be subjected to any form of abuse, 

nuisance, annoyance or disturbance. 

Quiet enjoyment 6. 2 We will not normally interfere with your rights to the 

‘quiet enjoyment’ of your property. This means you 

can expect to live in the property without being 

disturbed by us unless: 

• There is breach of your obligations under this 

Agreement 

• Any of the grounds for possession (in 

particular those relating to anti-social 

behaviour (see paragraph 6.4 below) apply 

and it is necessary for us to take steps which 

restrict your quiet enjoyment 

• We are exercising a statutory function 

• We are exercising a right set out in this 

Agreement. 

• Some other circumstances reasonably require 

us to interfere with your right of quiet 


enjoyment 

Anti Social Behaviour 

by those living in and 

visiting your property 

6.3 You are responsible for the behaviour of every person 

(including children and pets) living in or visiting your 

home. You are responsible for their behaviour in your 

home, on surrounding land, in shared areas in the 

neighbourhood around your home, on footpaths on 

your estate and on the communal parking and 

shopping areas of the estate where you live, in the 

locality or in /or around council offices. 

You and anyone living in or visiting your home 

(including children and pets) must not behave in a 

way likely to cause or capable of causing a nuisance, 

annoyance or disturbance to any other person in your 

home, on surrounding land, in shared areas in the 

neighbourhood around your home, on footpaths on 

your estate and on the communal parking and 

shopping areas of the estate where you live, in the 

locality or in /or around council offices. 

Where there is sufficient evidence and we consider 

that it is reasonable and within our powers to do so, 

we will take action to deal with nuisance and/or anti 

social behaviour. 

Examples of acts 

which may cause a 

nuisance or 

annoyance 

6.4 Examples of nuisance, annoyance or disturbance 

include, but are not limited to 

• loud noise, loud music, arguing and door 

slamming, foul language, dog barking 

• excessive and /or persistent and 

unreasonable household / DIY noise 

• using household and/or DIY appliances at 

unreasonable times of day or night and in 

particular between the hours of 9 pm to 8am 

• playing ball games close to someone else's 

home 

• abusive, insulting or threatening behaviour 

towards any other person living, visiting or 

working in the neighbourhood of your property 

• inconsiderate use of communal areas 

• riding bikes or scooters on communal 

balconies and walkways. 


• keeping dangerous or unsuitable animals 

• dogs fouling estates or allowing pets to wander 

and fouling common areas 

• not taking proper care of pets so that they 

create health hazard or produce excessive 

noise or odours 

• feeding or attracting wild birds or animals, 

where such action causes a nuisance or 

annoyance to others and /or where it causes 

damage to council property. 

Other acts which may 

constitute a nuisance 

6.4.1 In addition, if you live in a block of flats, further 

examples of acts which may constitute a nuisance or 

an annoyance are: 

• slamming doors 

• using rubbish chutes at unreasonable hours 

• wedging security doors open unnecessarily 

• leaving personal belongings on the landing or 

in communal areas 

Household rubbish 6.5 You must get rid of rubbish or unwanted items from 

your home (including the garden) by using the 

collection service provided by the council or by taking 

them to a refuse centre. 

You must not leave any rubbish or unwanted items in 

public areas. You must only leave refuse outside the 

property on the actual day of collection or on the 

evening before. Further details can be found in the 

Tenant Handbook. 

We may take legal action against you if rubbish is left 

outside your property at any other time. 

Shared Areas 6.6 You must not keep or leave anything on shared areas 

where it could block the landing, stairs or entrances. 

This includes (but is not limited to) items such as 

bikes, pushchairs, electric scooters, plants and pet 

cages. 

Repaying the costs of 

repairs 

6.7 You will have to pay for any repair or replacement 

that is caused by vandalism or wilful damage either 

by you and /or your visitors or others living in your 

property. 


Harassment 6.8 You may not do, or permit to be done, anything that is 

likely to cause harassment, alarm or distress to any 

person or defined group of persons whether on the 

property, elsewhere on the estate or anywhere within 

the London Borough of Hillingdon. 

The term ‘harassment’ may mean behaviour 

motivated by another’s race, sex, sexuality, age, 

religion, disability or other irrational prejudice. 

Examples of 

unacceptable 

behaviour 

6.9 Examples of behaviour that may cause harassment 

alarm or distress include but are not limited to: 

• racist behaviour, racist language, or any 

racially motivated acts 

• using or threatening to use violence, using 

abusive or insulting words, gestures or 

behaviour 

• homophobic behaviour or homophobic 

language 

• offensive drunkenness 

• damaging or threatening to damage another 

person’s home or possessions, writing 

threatening, abusive or insulting graffiti 

• doing anything that interferes with the peace, 

comfort or convenience of other people 

• vehicle racing 

• selling, dealing, abuse or consumption of 

illegal or unlawful drugs 


taken by the Council 

6.10 We take all incidents of harassment, alarm, distress, 

nuisance, annoyance and any other anti social 

behaviour very seriously and will do everything we 

can to stop them. In such circumstances we may 

apply to court for one or more of the following: 

• A Possession Order 

• Demotion Order 

• Anti Social Behaviour Order 

• Injunction 


• Suspension of your right to buy 

• Refusal to complete a right to buy sale. 

Such action may be taken against the tenant or 

someone who is the responsibility of the tenant. 

Domestic Violence 6.11 We treat all reported incidents of domestic violence 

seriously and where there is sufficient evidence will 

take appropriate action to stop it or prevent it. 

Possession or Injunction Proceedings may be taken 

against any tenants who commit or support acts of 

domestic violence. 

Such violence is not limited to incidents in the home 

and can take place anywhere. 


7. LIVING IN YOUR HOME 



Tenants. 


Use of the property 7.1 

Who can live in the property with you 7.2 

Lodgers 7.3 

Carer/ Relatives 7.4 

Sub letting 7.5 

Council’s right to information 7.6 

Animals 7.7 

Permissions needed 7.8 

Improvements and changes you can make to your premises 7.9 

Secure Tenants Only 7.9.1 

Television Aerials and Satellite Dishes 7.9.2 

Probationary/ Demoted Tenants 7.9.3 

Right to Compensation 7.10 

Use of your garden 7.11 

Written Permission needed for works, alterations or improvements to the garden 7.12 

High Hedges 7.13 

Parking and Cars 7.14 

Disabled Parking Bays 7.14.1 

Your duty to Council Officers and /or its agents 7.15 

Use of the property 

Running a business 

7.1 

7.1.1 

Neither you, your visitors nor any member of your 

household is allowed to use the property or shared 

areas for any illegal or immoral activity. In particular, 

you must not use the premises for any drug-related 

activity, including the consumption, sale, dealing or 

abuse of illegal or unlawful drugs. 

If you want to run a small business from the property 

you must first get our written permission. We will not 

normally refuse permission unless the business could 

damage the property or cause a nuisance or 

annoyance to your neighbours or those engaged in 

lawful activity in and /or around your property. 

Depending on the nature of the business it may be 

necessary for you to obtain other consent (including 

planning consent) or licences. It is your 


esponsibility to ensure they are in place if required. 

Who can live in the 

property with you 

7.2 You must not have more people living with you than 

the maximum number permitted for the property. The 

permitted number is written on the back page of this 

Agreement. 

Lodgers (secure 

tenants only) 

Lodgers (probationary 

/demoted tenants only) 

7.3.1 

7.3.2 

If you are a secure tenant you may take in lodgers 

but you must first: 

• notify your housing officer and 

• ensure that by taking in the lodger you do not 

allow the property to become overcrowded. 

You must also notify your housing officer when your 

lodger moves out. 

As a probationary or demoted tenant you cannot take 

in lodgers. 

Carer/ Relatives 7.4 A carer or relative may move into the property to look 

after you. However, they should not move in if it will 

cause the property to become overcrowded. 

Sub letting (secure 

tenants only) 

Sub letting 

(probationary/demoted 

tenants only) 

7.5.1 

7.5.2 

If you are a secure tenant you must not sublet the 

whole of your property but may sublet part with 

written permission from your housing officer. 

Unauthorised or unlawful subletting is a breach of the 

tenancy conditions and may lead to legal action for 

possession. 

As a probationary or demoted tenant you cannot 

sub let the whole or part of the property. 

Council’s right to 

information 

7.6 We will ask for information about the names and 

numbers of people living in any of our properties. 

You must give this information in writing within 

fourteen days. 

You must inform us in writing when there is a change 

in occupancy of the property. 

Note that from time to time the council and /or its 

agents may carry out random visits to your property 


without prior notice in order to occupation 

arrangements at the property. 

Animals 

(This clause does not 

apply to Sheltered 

tenants) 

7.7.1 If you live in a property that has been let to you with 

direct access to its own private garden you are 

allowed to keep one dog. Consent will be required if 

you want to keep more than one dog. 

Whether or not you have your own private garden 

you are allowed to keep assistance dogs for either 

yourself or members of your household. Such dogs 

include but are not limited to, dogs for the blind and 

dogs for deaf people. 

If you live in a property that is not let with a private 

garden you may keep a cat, small caged pets or fish 

in a small aquarium. 

Animals 

(This clause is 

applicable to Sheltered 

tenants only) 

7.7.2 You are not allowed to keep a cat or a dog. You are 

allowed to keep assistance dogs for either yourself or 

members of your household. Such dogs include but 

are not limited to, dogs for the blind and dogs for deaf 

people. 

You may keep small caged pets or fish in a small 

aquarium. 

Permission Needed 7.8.1 You must ask us for permission to keep any other 

kind of animal in the property. 

Such permission will only be granted if the pet is 

suitable for the property concerned. 

We will not normally allow you to keep a large reptile 

or a large bird in a flat or upper maisonette. 

Your responsibility for 

your pets 

7.8.2 Whether or not permission is required you are 

expected to be a responsible pet owner and your pet 

or pets must not annoy, disturb, intimidate or attack 

other people, or cause any other nuisance. Such 

nuisance would include but is not limited to bad smell 

and noise. 

Dogs must be kept on a lead while on the shared 

areas including communal gardens, open spaces, 

play areas, walkways, car parks, pavements, 

footpaths and landscaped areas. 

You must not allow your pet or pets to foul communal 


areas including communal gardens, open spaces, 

play areas, walkways, car parks, pavements, 

footpaths and landscaped areas. All faeces must be 

removed and disposed of hygienically. 

Whether or not permission was required, if we 

believe your pet or pets is (are) causing a nuisance 

or you are not being a responsible pet owner you will 

be in breach of your Tenancy Agreement and find 

yourself liable for court action. 

Dangerous Dogs 7.8.3 If you keep a dog which is classified under the 

Dangerous Dogs Act, you must ensure that the dog 

is kept muzzled in all public places. If you don’t you 

will be in breach of your tenancy agreement and find 

yourself liable for prosecution. 

Improvements and 

changes you can make 

to your premises 

7.9 

Secure Tenants Only 7.9.1 • You may improve or alter your home, provided 

you obtain our written permission and any 

necessary Planning or Building Regulation 

Consents, before work begins. We will not 

increase the rent because of any 

improvements you make. Your written request 

for permission must be addressed to your 

housing officer 

• We will not normally refuse permission unless 

there is a good reason 

• If you make any improvement or alteration to 

the property without our written permission, 

we may tell you to return the property to how 

it was prior to the work and may also take 

legal action against you 

7.9.1.1 Some examples of work that requires our permission 

are (but not limited to) the following 

• Installations of bathrooms, showers or fitted 

kitchens, central heating, loft and cavity wall 

insulation 

• Fencing, driveways, extensions or 

conservatories 

• Window replacements, double or secondary 

glazing 


• Erection of garages, sheds, etc. 

• Removal of dividing walls 

• Laying wooden or laminate flooring 

• Any electrical work 

For further information ask your housing officer. 

Television aerials and 

satellite dishes 


7.9.2 You must first get our written permission and any 

necessary Planning or Building Regulation Consents 

before putting up a satellite dish or a television aerial 

on any part of the structure or exterior of your 

property or any other property belonging to the 

council. 

Permission will not normally be given for the 

installation of a satellite dish if the block or property 

already has a communal aerial in place. 

You must not fix any television aerial to communal 

parts of the property or block. 

Improvements and 

changes you can make 

to your premises 

(probationary/ 

demoted Tenants only) 

Right to 

Compensation 


7.9.3 If you have a probationary or demoted tenancy you 

do not have the right to carry out any alterations or 

any improvements on your property. 

7.10.1 When your tenancy comes to an end you have a 

legal right to be paid by us for some types of home 

improvement work. This right applies only to certain 

improvements, more details can be found in the 

Tenant Handbook or by contacting the relevant 

housing officer. 

Right to 

Compensation 

(probationary/ 

demoted tenants only) 

7.10.2 You are not entitled to claim compensation at the end 

of your tenancy for any improvements as you do not 

have the right to make any improvements or 

alterations while you are a probationary or demoted 

tenant. 

Use of your garden 

(all tenants) 

7.11 You must ensure the garden is kept reasonably tidy 

by cutting the lawn, trimming the hedges and bushes 

and by keeping it free of rubbish and weeds. 

You must not damage or cut down any tree in your 

garden unless you have our written permission. 


You must not park a motor vehicle or trailer, caravan 

or boat anywhere in your garden without our written 

permission. 

Written permission 

needed for works, 

alterations or 

improvements to the 

garden (secure 

tenants only) 

(Probationary/demoted 

tenants only) 

7.12 

7.12.1 

You are required to get written permission before you 

erect any shed, conservatory, fence, garage, pigeon 

lofts, or if you want to carry out major landscaping to 

or construct a pond in your garden. 

If you have a probationary or demoted tenancy you 

do not have the right to erect any shed, conservatory, 

fence, garage, pigeon lofts, or carry out major 

landscaping to or construct a pond in your garden. 

High hedges 7.13 You must ensure that trees or hedges on your 

property are kept at a reasonable height and make 

sure they do not cause a nuisance. 

If you allow such trees or hedges to become a 

nuisance you will be in breach of your tenancy 

agreement and may find yourself liable for court 

action. 

If your neighbour takes the view that a hedge or tree 

in your garden is adversely affecting the reasonable 

enjoyment of his property, he is empowered by law to 

take action to resolve the problem and you may find 

yourself served with a ‘Remedial Notice’. 

Failure to comply with such a Notice is an offence 

and could result in your being prosecuted. 

Parking and cars 7.14 You, members of your household and visitors: 

• must park your private motor vehicle, 

motorcycle or moped considerately and follow 

any parking restrictions, signs and markings, 

on communal land or on highways adjacent to 

or in the locality of the property 

• ensure all entrances to driveways, communal 

paths and garages remain clear and 

unimpeded 

• may park a motor vehicle, motorcycle, moped 

or SORN (Statutory off-road notified) vehicle 

on the property if you have a garage on or 

attached to the property, or a separatelyrented 

garage, or a permitted parking area 


within the confines of the property boundaries 

• must not park lorries or any heavy trade 

vehicles (e.g. HGV vehicles) or caravans, 

boats or trailers of any description, on the 

property, on communal land or on highways 

adjacent to or in the locality of the property for 

long or regular periods of time 

• must not park illegal, unroadworthy or untaxed 

vehicles on communal or housing land or on 

the highways adjacent to or in the locality of 

the property 

• may only park a motor vehicle, a motorcycle or 

a moped in the front garden if there is a 

dropped kerb from the highway and a suitable 

hard standing area 

• must not park any vehicles in the rear garden 

without the written permission of the relevant 

housing officer 

Disabled Parking Bays 7.14.1 Only residents with disabilities who have Disabled 

Parking Permits may park in any of the Disabled 

Parking Bays. 

Your duty to council 

officers and /or its 

agents 

7.15 You must not obstruct, abuse, harass, threaten or 

assault any of our officers or those of our agents in 

the performance of their duties. You must not 

encourage or allow any other person to do so. 

If this condition is breached we may apply for one of 

the following: 

• A Possession Order 

• A Demotion Order 

• An Injunction 

• An Anti Social Behaviour Order. 

You may also be prosecuted for any criminal offence. 

You must allow us, or our agents who produce an 

identity card, into the property at all reasonable 

times. You will normally be given notice of such a 

visit unless it is an emergency. 


8. HEALTH, SAFETY AND HYGIENE 


Your responsibility 8.1 

Dangerous substances /material 8.2 

Your responsibility 8.1 You, members of your household and visitors: 

• Must keep the property in good condition 

and use the fittings responsibly 

• Must keep shared areas of blocks of flats 

secure by using the security (entry) systems 

properly and not letting strangers in without 

identification 

• Must not keep mopeds, motorbikes or 

electric scooters inside the property or 

indoor-shared areas. 

Dangerous substances 

/material 

8.2 You must not keep in the property any liquids or 

materials that are dangerous and could harm other 

people, catch fire or explode. 

In particular you must not use bottled gas, paraffin, 

petrol, fire works, other explosives, or anything else 

that may be dangerous or a fire risk in, on or near 

(but not limited to) any of the following areas 

• the property 

• communal grounds around the property 

• common ground around where garages are 

situated 

• any other shared area 

The council may take legal action against you if you 

breach this term. 


9. COMMUNICATION AND CONSULTATION 


Your right to be consulted 9.1 

How we consult 9.2 

Changes to the terms of the Tenancy Agreement 9.3 

Rent changes 9.4 

Your right to complain 9.5 

Your right to be 

consulted 

9.1 We must consult you and ask for your views about any 

plans we have that will significantly affect the property 

you live in, the services we provide, or your housing 

situation. Such plans may be to: 

• carry out modernisation or improvement work to 

the property 

• carry out modernisation or improvement to the 

estate 

• change a policy that affects the way we provide 

services to you 

• change the facilities or level of services we 

provide to you. 

How we consult 9.2 The way in which we consult you will depend on what 

we want to talk to you about and the number of tenants 

affected by the issues involved. 

• If it affects the property you live in we will most 

likely write to or talk to you personally. 

• If it involves an area or group of tenants, we 

may use a more general way of discussing this 

with residents, for example by holding meetings 

with tenant and resident Associations or the 

Housing Consultative Forum. 

We welcome tenants’ views on all our housing 

management policies and will normally not change any 

major policy or strategy without first considering 

tenants’ views. 


In order to increase opportunities for consulting 

tenants, we encourage the formation of new tenant 

and resident Associations and will give advice and 

assistance in setting them up. 

Changes to the terms 

of the Tenancy 

Agreement 

9.3 The terms and conditions of your Tenancy 

(excluding rent) may only be changed by 

• agreement between us as Landlord and you as 

Tenant; or 

• the delivery to you of a ‘Notice of Variation’, 

giving at least four weeks’ notice of the 

proposed changes. Before this Notice can be 

served, we must ask your views about any 

major changes we plan to make to this Tenancy 

Agreement. 

We will write to you personally asking for your views 

and giving you a set time in which to respond. Once 

we have finished consulting everyone involved, we will 

write to you to tell you what changes are to go ahead. 

Rent changes 9.4 We do not have to consult you about changes to your 

rent or service charges. However, we will write and tell 

you at least four weeks before you need to start paying 

any new amount of rent or service charge. 

Your right to complain 9.5 

If you are unhappy with any of our services, we want 

you to let us know. It is best to try and settle the 

complaint directly with the officer involved. 

If you are not satisfied with the response you receive, 

you may wish to make a formal complaint. In this case 

you can get in touch with the complaints officer. 

Further details can be found in the Tenant Handbook. 



10. ENDING YOUR TENANCY OR HANDING IT TO SOMEONE 

ELSE 



Tenants. 


Assignment and Mutual Exchange (secure tenants only) 10.1 

Mutual Exchange (secure tenants only) 10.2 

Probationary / Demoted Tenancies have no right to exchange 10.3 

Ending your tenancy 10.4 

Ending a Contractual Tenancy 10.5 

Preparing to leave your home 10.6 

Keys 10.7 

Death of a Tenant 10.8 

Succession 10.9 

Assignment (secure 

tenants only) 

10.1 If you want to pass the tenancy on to someone else it 

is called ‘assignment’. 

If you are a secure tenant, it may be possible to assign 

the tenancy in the following circumstances: 

• To a person who would qualify as a successor 

tenant if you died 

• If assignment is ordered by a court under 

Matrimonial Law 

• To another secure tenant by mutual exchange 

You are not permitted to assign the property without 

first obtaining written permission from your housing 


Mutual Exchange 


10.2 You may only mutually exchange your tenancy with 

our written permission. We will not withhold 

permission unless there is a good reason. 

We will not normally allow you to exchange if: 

• You owe us rent or other charges 

• You are already subject to a Court Order to give 


up possession of the property 

• Possession proceedings have been issued 

against you on any of the grounds for 

possession or a Notice Seeking Possession 

has been served on you 

• An Injunction, an Anti Social Behaviour Order or 

an order for possession has been granted on 

the grounds of nuisance 

• Your property will be too large or unsuitable for 

the household moving in 

• Your property has been adapted for a physically 

disabled person and if the exchange is allowed 

to go ahead no one moving into the property 

needs the adaptations 

• Your property is one that is let to people with 

special needs and services to assist with those 

needs are provided near the property. 

We may refuse to allow you to proceed with the 

mutual exchange until you have completed any repairs 

that are your responsibility. This will include any 

damage to the property caused deliberately or 

carelessly by you or any member of your household, 

or a lodger, a subtenant, child, visitor or pet. 

Probationary / 

Demoted Tenancies 

have no right to 

exchange 

10.3 If you have probationary or a demoted Tenancy you 

do not have the right to sublet, assign or exchange 

any part of the property. 

Ending your tenancy 10.4 To end your tenancy, you must give four weeks’ notice 

in writing ending on either a Sunday or a Monday. In 

certain circumstances we may accept notice of a 

shorter period. 

If you give notice, you must give full vacant 

possession when leaving the property. 

If you are joint tenants and one of you gives written 

notice, this will end the tenancy for both of you. When 

the notice expires, the other joint tenant will have no 

right to remain living in the property 

Ending a Contractual 

Tenancy 

10.5 To end a contractual tenancy either side must give 

four weeks’ notice in writing ending on either a Sunday 

or Monday. 


Preparing to leave 

your home 

10.6 You must remove all your possessions from the 

property unless you have a written agreement with us 

to leave certain items behind. This does not apply to 

any furniture or equipment provided by the council. 

You must arrange for the repair of any damage to the 

property that has been caused by you or any member 

of your household. 

If you do not carry out any of the required repairs or do 

not do it to a good standard, we will carry out the work 

ourselves and charge you the full cost. 

You will also have to pay the full cost of certain other 

repairs and other works you should have done before 

you left. These will include 

• correcting any alteration you have done to the 

property without our permission 

• removing, storing or disposing of 

items left in the property 

• cleaning the property or clearing your garden if 

not left in a reasonable condition. 

Keys 10.7 You must ensure the property is safe and secure 

before you leave. This includes making sure that it is 

properly locked up before you hand in the keys. 

All keys (including any copies) to the property, 

outbuildings and access security doors must be 

delivered to our housing officer by noon on the day the 

tenancy ends. 

If the keys are not returned by noon on the day the 

tenancy ends, you will continue to be responsible for 

paying rent for the property until the keys are returned. 

If it is necessary for us to change the locks because 

keys are not returned we may charge you the cost of 

so doing. 

Death of a tenant 10.8 Please note that when a tenant dies, any entitlement 

to housing benefit stops from the date of the tenant’s 

death. 

Succession 10.9 If you die, your tenancy may be taken over by 


someone else. This process is called succession (see 

definition in clause 1.29). The number of times this 

can happen to a tenancy is limited to one succession. 

The following people can succeed to the tenancy: 

• a surviving joint tenant 

• Your surviving spouse or civil partner provided 

that there has been no previous succession and 

your spouse or civil partner is living with you at 

the time of your death 

• If there is no surviving joint tenant, spouse or 

civil partner the tenancy may be granted to 

another member of your family (see definition in 

clause 1.29), if that person is living with you at 

the time of your death and has been living with 

you for a least twelve months prior to your 

death and again there has been no previous 

succession 

• All other cases will be considered at the 

council’s discretion. 


11. CHANGING THE MANAGEMENT OF HOUSING SERVICES 


Your right to manage 11.1 

Your right to manage 11.1 You, together with other tenants in your area, 

have the right to manage your properties or 

certain services through a tenant-run 

organisation. This is called the right to manage. 

You can get information about this from your 

housing officer. 


12. BUYING YOUR HOME 



Tenants. 


Rights of Secure Tenants 12.1 

Suspension of the Right to Buy (for Secure tenants) 12.2 

Suspension of council’s obligation to complete a Right to Buy sale 12.3 

Right to Buy: Tenants with Probationary or Demoted Tenancies 12.4 

Rights to buy (secure 

tenants only) 

12.1 If you are a secure tenant you may have the right 

to buy your property, subject to certain conditions 

and limitations. For further information on the 

right to buy, speak to your housing officer. 

Suspension of the Right 

to Buy (secure tenants) 

12.2 If you or a person living in or visiting the property 

has engaged or threatened to engage in anti 

social behaviour, we can seek an Order from 

court which will have the effect of suspending 

your right to buy for a specified period . 

Suspension of council’s 

obligation to complete a 

Right to Buy sale 

12.3 You will not be able to compel us to complete a 

right to buy sale where court action is pending 

against you. 

Right to Buy (tenants 

with probationary or 

demoted tenancies) 

12.4 If you have a probationary or demoted tenancy, 

you are not allowed to apply to buy your home 

until you become a secure tenant. 

The length of your probationary tenancy will be 

taken into account, if you become a secure 

tenant, when considering your eligibility to buy 

your home. 

However, any period in during which a tenant 

holds a demoted tenancy may not be included 

within the qualifying period for the right to buy or 

the level of discount to which a secure tenant is 

entitled. 



MAXIMUM NUMBER OF PEOPLE ALLOWED TO LIVE IN YOUR PROPERTY 

Overcrowding: 

The overcrowding standard is set down in statute and this is the standard which is applied 

by the authority but, should there be a change in the legislation, the authority will apply the 

law in force at the time, having notified their tenants of the change. 

The current legal standard: 

Look at each of the three sections below. The lowest number is the maximum number of 

occupants allowed in the house. Depending on the circumstances, as the Tenant, you may 

be breaching the Act. It is also possible for there to be overcrowding in circumstances 

where no-one is at fault (for instance where natural growth occurs and a child in the 

household reaches the relevant age). 

1. Room Standard 

(in all cases babies under 1 = 0 persons, children 1-10 years = ½ person, over 10 years 

= 1 person) 

1 room - 2 persons 

2 rooms - 3 persons 

3 rooms - 5 persons 

4 rooms - 7½persons 

2. Gender–based overcrowding 

No two persons, over 10 years old, of opposite sex should have to sleep in the same 

room (unless living as a couple). This does not allow for couples to have a room to 

themselves - the standard would not be breached if the mother slept in the same room 

as the daughter and the father with the son. 

3. Space Standard 

(People are defined as in 1. above) 

10.2m2 or more = 2 persons 

8.36m2 - 10.2m2 = 1 persons 

6.5m2 - 8.36m2 = 1 person 

4.66m2 - 6.5m2 = ½ person 

Please note: A room includes a bedroom, living room, dining room, study etc. but does not include the kitchen, bathroom 

or hallway. If you have kitchen/diner, do not include the kitchen area of the room. 


HILLINGDON HOUSING ALLOCATION 

POLICY 


Adult Social Care Health and Housing 

Civic Centre 

UXBRIDGE 

Middlesex 

UB8 1UW 

Telephone No: 01895 250147 

Fax No: 01895 250119 

Text Phone: 01895 556487 

E:mail: nmailbox@hillingdon.gov.uk 

This booklet is as required by Part 6 of the Housing Act 1996 as amended 

by Homelessness Act 2002 

It is free of charge 

It can be made available in bold print, on tape or Braille 

The Council strongly opposes Anti-Social Behaviour, Racial Harassment and 

Domestic Violence. Behaviour like this will put your re-housing or tenancy at risk.

PLEASE RETURN TO: 

LONDON BOROUGH OF HILLINGDON 

HOUSING ASSESSMENT TEAM (2N02) 

CIVIC CENTRE HIGH STREET UXBRIDGE UB8 1UW 

1 

Updated: February 2007

CONTENTS 

PAGE 

Flowchart – From Homeseeker to Tenant 4 

1 Introduction 5 

2 The Legal Framework 6 

3 Completing your Housing Application Form 7 

4 Personal Information and Confidentiality 7 

5 Joining Hillingdon’s Housing Register 7 

6 Members considered as part of the household 9 

7 Membership of LOCATA 9 

8 Your Housing Need Assessment 9 

9 Priority Bands 10 

10 Priority Dates 11 

11 Adapted Housing for the Disabled 12 

12 Households that need to move urgently on medical 

grounds 

12 

13 Homeless households 12 

14 Transfers 13 

15 Mutual Exchanges 13 

16 Cash to help Council Tenants move. 14 

17 Checking your circumstances 14 

18 Visiting you at home. 15 

19 Choosing a property 15 

20 Ineligible For An Offer 18 

21 Becoming a Tenant 18 

22 Allocation outside of the LOCATA scheme 18 

2 


23 Keeping your application up to date 19 

24 False Statements 19 

25 Right of Review 20 

26 Annual Review of Application 20 

27 Complaints 20 

APPENDIX 1 – The Allocation Policy 

Banding Criteria 

APPENDIX 2 – Guide to Property Sizes 

APPENDIX 3 – Council Housing Stock as at 

January 2006 

APPENDIX 4 – Demand for Housing by bed 

size need as at December 

2006 

APPENDIX 5 – Hillingdon Council Lettings & 

Housing Association Lettings 

by bed size 2005 / 2006 

APPENDIX 6 – Access to Information - 

Useful 

Addresses 

3 


FLOWCHART – FROM HOMESEEKER TO TENANT 

This flow chart shows the process from becoming a home seeker to becoming 

a tenant. 

Application form completed and sent to Housing Assessment Team (or 

Emergency Housing Unit if homeless or threatened with homelessness). 

 

Application assessed according to housing need. 

Your band and reason given in writing. 

 

Your individual reference number and coupons 

to bid are sent to you by LOCATA 

 

Every two weeks (Friday) there will be a new Locata HOME magazine edition. 

 

You can bid on the website - by telephone – by coupon – by text message 

(closing date following Wednesday 2 p.m.) 

 

For each property, all bids are shortlisted by highest 

Band and longest waiting time. 

 

If your bid is successful your circumstances will be checked 

before any offer of property is made 

 

You decide to accept the tenancy and become the 

TENANT or joint tenant (e.g. with a partner) 

 

If you reject an offer, you may usually continue to bid for other properties. 

We will let you know if this does not apply to you 

If your banding changes as a result of new information we will let you know. 

If you are of no fixed abode please give us a c/o address to ensure you 

do not miss out on the chance to be re-housed. 

4 


1. INTRODUCTION 

Hillingdon receives many housing applications from people who want to be housed 

every year. However, there are not enough properties to meet demand. Therefore, the 

Council has a system for prioritising allocation of properties based on applicants housing 

need. The rule of the prioritisation is known as the Council’s Allocation Policy which is 

described in more detail in this booklet. 

We want people to be able to choose the area and property they want to live in. We 

also want our policies and procedures to be more open and transparent to all people. 

This is why we have changed our allocation policy to a choice based lettings scheme. 

Six London Boroughs, Hillingdon, Harrow, Ealing, Hounslow, Brent, Hammersmith and 

Fulham have joined forces to promote a new way to help people find a new home. With 

our partner housing associations named below, we are now giving people choice when 

we let Council and Housing Association homes. 

PCHA Housing Association 

Catalyst Communities Housing Association 

Paradigm Housing Group 

Acton Housing Association 

Notting Hill Housing Trust 

Shepherds Bush Housing Association 

Stadium Housing Association 

Thames Valley Housing Association 

Westway Housing Association 

A company, LOCATA, has been formed to work with us as a central lettings agency to 

advertise and match people to homes in this new and exciting way. There are 

opportunities of cross-borough movement as one in every ten properties is made 

available to Home-seekers (H) and existing tenants (T) who want to transfer to another 

borough. We welcome any comments or suggestions that will help us improve and 

facilitate giving people choice. 

The Council is still responsible for the Housing Register and the advertising of both 

Council and Housing Association properties within a free magazine called Locata HOME. 

However each landlord checks that the applicant who matches successfully to each 

property is eligible to be offered it. They will do that in accordance with their lettings 

policies and procedures. 

LOCATA will monitor, evaluate and review the choice based lettings scheme. This will be 

by statistical analysis and speaking with focus groups made up of Home seekers, 

tenants, officers of the council, voluntary and statutory agencies. 

All Home-seekers and transfers on the Housing Register of the authority or housing 

association partners automatically become members of LOCATA. 

EQUAL OPPORTUNITIES IN HOUSING 

The policy of this Council is to treat everyone equally whatever their age, sex, race, 

colour, disability, marital status or sexual orientation. 

5 


If you prefer to be interviewed by someone of the same sex as yourself, please let us 

know and we will aim to do this for you. 

ENQUIRIES 

If you have a query concerning your housing application, please contact our 

Customer Services Advisers on 01895 250147. 

2. THE LEGAL FRAMEWORK 

Hillingdon Council keeps a housing register of people who want to be considered for 

housing by them. 

The Council’s allocation scheme operates in accordance with law contained in 1996 

Housing Act Part 6 and the amendments made by the Homelessness Act 2002. 

In order to ensure that appropriate priority is given in accordance with the above, the 

Council decides all policies and the proportion of allocations made to homeless 

households. 

Additional preference is given to those in urgent need at the discretion of the 

Housing Authority. 

We have the right in certain circumstances to allocate outside the LOCATA scheme S167 

(2E) Housing Act 2002. See Section 18 

Eligibility for allocation of housing 

Certain persons subject to immigration control are not eligible for the allocation of 

housing under the housing law such as: 

♦ Over-stayers and visitors to the country 

♦ Illegal entrants 

♦ Asylum seekers 

♦ People in the country on condition that they will not have recourse to public funds 

♦ “Persons from abroad” who fail the habitual residence test 

♦ “Persons from abroad” who are in breach of the European Community Right of 

Residence directive 

♦ “Persons from abroad” who have been the subject of a sponsorship agreement for 

less than five years and whose sponsors are still alive. 

6 


3. COMPLETING YOUR HOUSING REGISTER APPLICATION FORM 

You may want to consider applying for housing on-line 

https://www.locata.org/housingregister/ 

or http://lbho.hillingdon.gov.uk/housing/needs/index.php 

Please ensure that you complete the registration form fully. Some important points to 

bear in mind are: 

♦ Do not skip questions – we need all the information asked for on the form to see 

how we are able to assist you. 

♦ If you have any medical conditions that you think might affect your housing needs, 

do remember to complete the medical questions. 

♦ If you are not sure how to fill in any part of the application form please ask us for 

advice and assistance. 

4. PERSONAL INFORMATION AND CONFIDENTIALITY 

You have the right to see and to confirm the accuracy of information about you, which 

is held on computer or in a file. 

We will not pass personal information to a third party without your agreement, unless 

they have a legal right to obtain it. 

Please contact the Customer Care and Complaints Advisor on 01895 250366 

5. JOINING HILLINGDON’S HOUSING REGISTER 

Registration 

Once you have applied to join our Housing Register you automatically become a 

member of the Locata choice based partnership. Your registration will be confirmed by 

LOCATA Housing Services (company that administers the scheme on behalf of the 

participating councils and housing associations) who will also give you a Locata 

Identification Number (LIN number) i.e. HIL followed by your Housing Application 

number. 

The way we decide who has the greatest housing need is to ‘band’ applicants according 

to degree of priority. There are four bands ranging from Band A highest to Band D 

lowest. Within each band, you will be prioritised according to the date at which you 

registered with the Council – the longer you wait, the higher your priority becomes 

within that band. 

You should speak to our Customer Services Advisers if you need more information 

about how this scheme applies to you. 

7 


It is important to note that The Homelessness Act 2002 allows local authorities to 

restrict applications from those applicants for housing where the applicant or a member 

of his/her household has been guilty of unacceptable behaviour serious enough to make 

him/her unsuitable to be a tenant of the authority. Some examples of such behaviour 

include those mentioned below but is not an exhaustive list: 

♦ Serious anti-social behaviour where a possession order is being sought or has 

been obtained, 

♦ Where any member of their household have assaulted a member of staff and an 

injunction is being sought or has been obtained, 

If a Home-seeker or Transfer tenant is removed from the Housing Register other than 

at his/her request or because they have been re-housed, then they will be notified of 

this and the reasons for it. 

In addition the Home-seeker or Transfer tenant will be advised of the right to request a 

review of the decision made to remove them. The request for a review must be made 

within 21 days from the date of notification and should be made verbally or in writing 

to: 

Housing Assessment Team 


Civic Centre (2N02) 

High Street Uxbridge 

Middlesex UB8 1UW 

Email: nmailbox@hillingdon.gov.uk 

Tel: 01895 250147 

You can ask for any decision to exclude you from the scheme to be reviewed. 

8 


6. MEMBERS CONSIDERED PART OF THE HOUSEHOLD 

Partners: A partner who is living with the applicant or tenant and has done so for at 

least twelve months or is married. 

Children: Born to the applicant(s) under 18 years of age or where the applicant has 

legal guardianship. Where there is another legal guardian, decisions will be made on a 

case by case basis. 

Relatives: Where a dependant relative has joined the household because they are 

unable to live independently and there are no other options for the family. 

Carers: Where the applicant(s) can demonstrate that a live-in carer is essential. 

Other members: Persons who were part of the household at the start of the 

registration and are expected to reside together. 

7. MEMBERSHIP OF LOCATA 

You are automatically registered with Locata if you are an existing tenant of the Council 

or participating housing association and have registered for a transfer, or if you are a 

Home-seeker, including homeless people and others on the Housing Register of the 

Council or participating housing association. 

Home-seeker: 

If you do not have an existing Council or Housing Association tenancy, you will 

be a Home-seeker (H). You can only register your interest in properties that 

have been advertised for Home-seekers (H). 

Tenant: 

If you are currently a Council or Housing Association Tenant wishing to transfer 

to another property, you will be a Tenant (T). You can only register your 

interest in properties that have been advertised for Tenants (T). 

8. YOUR HOUSING NEED ASSESSMENT 

Once we have received an application a Housing Officer will assess your housing need 

based on the information you have given us. We will then write to you to let you know 

the outcome of the assessment that will include: 

♦ your application reference number (Locata identification number) 

♦ whether you are a Home-seeker or Tenant 

♦ the band 

♦ the reason for the band 

♦ date band awarded 

♦ the number of bedrooms you require - you may wish to consider bidding for 

accommodation smaller than the bed size for which you have been assessed, as 

long as the Person Min-Max Specification is not exceeded 

♦ whether you require an adapted property 

9 


If you disagree with our decision, you can request a review of the decision. 

If your priority band is increased at any stage, your priority date will be the date you 

went onto the higher priority band. If you move to a lower band, your priority date will 

revert to your original registration date. 

Please Note: 

♦ A second reception room will generally be regarded as available for use as a 

bedroom. 

♦ Box rooms that could reasonably be used by a child will count as a bedroom. 

♦ Single persons occupying studio flats will not be considered to be overcrowded. 

If it is considered that an applicant has more than one ‘need’, consideration 

will be given to whether a greater degree of priority is needed either within 

the same banding or a higher one. 

If you 

♦ Own your own home 

♦ Have significant capital as a result of a house sale 

♦ Have a financial interest in a property elsewhere 

you will be expected to explore other housing options such as Shared Ownership or 

private renting. It also means that you are likely to receive a low priority banding. 

The Housing Options Team will be able to assist you and they can be contacted on 

01895 250147. 

This will be the case unless you or a member of your household has exceptional 

circumstances, or is elderly or disabled and for medical or social/economic reasons you 

need sheltered accommodation or a flat or bungalow provided with our care-line 

emergency call system. We will however consider whether similar suitable 

accommodation is available in the private sector. 

9. PRIORITY BANDS (SEE APPENDIX 1 FOR FULL LISTING OF BANDS) 

The four priority bands are:- 

♦ Band A (Emergency) 

♦ Band B (Urgent need to move) 

♦ Band C (Identified housing need to whom the Council is required to give 

reasonable preference) 

♦ Band D (No identified housing need) 

10 


10. PRIORITY DATES 

The principle of the scheme is that no one should overtake existing members in a band. 

Example 1 

Member applies to register in January and is awarded band 

D 

In February member is awarded band B 

In March member is awarded band A 

In April member is down graded to band C 

Example 2 


C 

In February member is awarded band B 

In March member is awarded band A 

In April member is down graded to band C 

Priority Date 

January 

February 

March 

February 

Priority Date 

January 

February 

March 

January 

Example 3 


C 

In February member is awarded band A 

In April member is down graded to band B 

Example 4 

Member applies to register in January and is awarded 

medical priority – band B 

In February member is accepted as homeless and is place 

in B & B – remains band B 

In April member is moved to temporary accommodation so 

housing no longer has adverse effect on health – band C 

Example 5 

Member applies to register for sheltered accommodation in 

January and is awarded band C 

In February member changes his mind and wants one bed 

non-sheltered and is down graded to band D 

In April member is awarded medical priority - band C 

In May member is awarded urgent medical priority – band 

B 

In June medical priority reduced again – band C 

In June member is awarded emergency medical priority – 

band A 

In July medical need disappears – band D 

In August new medical assessment – band C 

Priority Date 

January 

February 

February 

Priority Date 

January 

January 

January 

Priority Date 

January 

January 

April 

May 

April 

June 

January 

August 

11 


11. ADAPTED HOUSING FOR THE DISABLED 

If you have mobility difficulties and require accommodation that has been adapted 

especially for the needs of a disabled person, you must tell us and we will assess your 

disability needs. You should then look out for properties that will be labelled Mobility 

Levels 1 or 2. 

The levels are as follows 

♦ Mobility Level 1 (DSL1). You or someone in your household use a wheelchair 

indoors and outdoors all the time 

♦ Mobility Level 2 (DSL2). You or someone in your household cannot manage 

steps or stairs or have other disabilities which require an adapted property 

We will check that the mobility level is appropriate for your needs when we assess your 

application. 

12. HOUSEHOLDS THAT NEED TO MOVE URGENTLY ON MEDICAL GROUNDS 

The Council and its partners understand that there are some circumstances in which a 

Home Seeker/Tenant may have an immediate need to move. These cases may be 

identified and/or linked with a medical related housing need. A medical adviser who is 

independent of the Council will make an assessment. Band A may be awarded as a 

result of an assessment of need that was deemed to be so serious as to be classed as 

an emergency. Band A can be time-limited, so it is important to maximise bidding 

opportunities. 

13. HOMELESS 

If a person makes an application to the Council as homeless and the Council decides 

that it owes a duty to secure housing for them under homelessness legislation, then 

they will still be able to search for a home through LOCATA Home as Home-seekers. 

They will usually be in Band B or C depending on the type of accommodation they 

occupy. They will be Band A if they are classed as an emergency. 

A person who is found to be homeless but not in priority need can be entitled, in 

accordance with the Homelessness Act 2002, to secure accommodation as a Homeseeker 

on the Housing Register. However it is likely they will be placed in Band C if 

their sole need is as a result of their homelessness. 

12 


14. TRANSFERS 

All tenants of permanent Council or Housing Association property within the area may 

apply for a transfer to accommodation of different size or type, or that has additional 

facilities. 

Remember when seeking a transfer the Council or Housing Association landlord will 

expect your rent payments to be up to date. 

15. MUTUAL EXCHANGES 

If you are a secure tenant of the Council you have the right to exchange your home 

with another tenant from a Housing Association or other Councils. Exchanges can 

involve more than two households. If you are in any doubt about whether you are a 

secure tenant, consult your tenancy agreement or contact your local area Housing 

Office. 

A mutual exchange is a useful way for people to be rehoused where they are a low 

priority banding, and therefore would face a considerable waiting time before finding 

suitable alternative accommodation. 

You MUST get the written permission of your landlord before you exchange, 

and the other tenant(s) involved must also get written permission from their 

landlord(s). 

The Council can only refuse permission to exchange where: 

♦ you are the subject of an Order for Possession in which a date has been set for you 

to quit the property. 

♦ repossession proceedings have been started against you, or in some cases where 

notice for such proceedings has been given and the notice is still in force. 

♦ your existing property is much larger than the new occupier would require. 

♦ your existing property would not be reasonably suitable for the new occupier and 

family e.g. they would be overcrowded or occupation would cause mobility 

problems. 

♦ your property has special features making it suitable for someone with a disability, 

or is in a sheltered scheme, and the incoming tenant and family do not need these 

facilities. 

There are a few other grounds that can apply and you can get information on these 

from your local area Housing Office. The Council cannot impose conditions on you 

when it gives permission, unless you owe rent or are in breach of your tenancy 

conditions. In these circumstances the Council will insist that this is put right before 

giving permission to exchange. Housing Associations will have a similar policy. 

You must never pay or accept money in a mutual exchange. The Council or 

Housing Association has the right to go to Court to ask you to give up your home if you 

do this, so you could lose your home altogether. 

13 


Any existing transfer application will be cancelled when you have completed a Mutual 

Exchange unless you re-apply from your new address. 

Details of tenants who are looking for an exchange can be obtained from your local 

area Housing Office, Hayes One Stop Shop and the Civic Centre, Uxbridge. You could 

also consider putting an advert in the local newspapers, supermarkets and shop 

windows. 

If you want to know more about moving right out of the area there are other schemes 

that might help you. Contact our HOMESWAP officer within our Housing Assessment 

Team. It is important to note that some of these schemes do not require you to 

already have a council or housing association tenancy. 

We may also, in some circumstances, be able to give you financial help to move. 

16. CASH TO HELP YOU MOVE IF YOU ARE A COUNCIL TENANT 

If you have a permanent Council tenancy that is too large and you would like to move 

into smaller accommodation you may qualify for a grant towards removal expenses 

under the Tenants Grant to Move scheme. If you are elderly, additional help may also 

be offered. 

♦ 

♦ 

If your property forms part of a redevelopment scheme you may also be entitled 

to a grant to assist you to move to alternative accommodation. 

If you are a Housing Association tenant please contact your Housing Officer to 

find out whether your landlord offers a similar scheme. 

Incentive Scheme 

The purpose of this scheme is to help Council tenants buy a home on the open market 

(anywhere in the UK) that they would not otherwise be able to afford. Depending on 

how long you have been a tenant, the size and type of your property, the range of 

payment goes from £10,000 (for a one bedroom property) to £28,000 (for a four 

bedroom property). For more information contact our Housing Sales Team on 01895 

250512. 

17. CHECKING YOUR CIRCUMSTANCES 

We will have your housing application circumstances checked before we make you an 

offer of accommodation. This may mean we visit you in your home or where you are 

staying. We will need to see documents as evidence of: 

♦ Identity of everyone on your application e.g. birth certificate/passports. 

♦ Eligibility to the Housing Register e.g. Immigration status 

♦ Residence i.e. the length of time in the Borough and your current home e.g. utility 

bills. 

♦ Income including all benefits. 

♦ Savings 

♦ Your rent account (if you are a tenant) 

14 


♦ Other relevant information e.g. if you are an owner the equity that you may realise, 

current market value. 

♦ Explore other housing options available to you. 

Please note that your circumstances will be reviewed again 

before you are offered accommodation 

18. VISITING YOU AT HOME 

Our Housing Officer will check your documents and your circumstances by completing a 

housing report. Both you and your partner, if this applies, will sign a declaration on this 

report. We will then confirm in writing your eligibility for re-housing. We will also say if 

we consider that you have adequate financial resources available to you to secure other 

housing options in the Private Sector e.g. home ownership / part ownership / private 

renting. 

19. CHOOSING A PROPERTY 

In choosing which property to bid for, you need to consider a number of things. 

Is the property designated for Home-seekers (H)/Transfers (T) or both (H)/(T) 

Your bid will not be accepted if, for example, the property is for Home-seekers only and 

you are a transferring tenant. Some properties are available for both Home-seekers 

and 

Transfers. 

Is there an age restriction on the property? 

Example: Sheltered Housing 

Some properties have a minimum age requirement, for example, in some cases only 

people over 60 can apply. Sheltered housing properties are usually for people over 60. 

Your Council or housing association must have assessed you for sheltered housing. If 

you have not been assessed and are interested in Council Sheltered Housing, contact 

our Sheltered Housing Team on 01895 250942. 

Do you live in the right area to qualify for a property? 

The Council and its Locata choice based letting scheme partners advertise all available 

properties in Locata Home magazine. To bid for a property in a specific council area, 

you must be either on that council’s Housing Register or on the transfer list of the 

partner Housing Association to qualify for homes advertised on their particular pages. 

15 


Properties advertised on the Cross Borough pages are available to people living in any 

of the six Council areas covered by the Locata choice based letting scheme. 

Some properties have a mobility sign 

This is intended to provide a guide for people who need an adapted property. Unless it 

says so in the advert, it does not restrict people without mobility problems from bidding 

for these properties however you would have less priority than disabled applicants. 

Pets 

Most landlords will not allow you to keep a dog or a cat unless the property has its own 

garden. If you have a pet, please check with the landlord before you make a bid if you 

are unclear. 

Children in one-bedroom flats 

Most landlords do not allow families with a child to bid for a one-bedroom property. 

You may wish to consider bidding for accommodation smaller than the bed size for 

which you have been assessed, as long as the Person Min-Max Specification is not 

exceeded. Where there is a minimum age specified for the property, then children are 

not allowed. 

THE FOLLOWING APPLIES TO HILLINGDON COUNCIL PROPERTIES ONLY 

If you have been assessed as requiring TWO bedrooms only, the following 

households may bid for ONE bedroom properties. 

♦ Couples with a child under 12 months. 

♦ Single parent with a child under 10 years of age. 

Children in Tower Blocks – families with children under the age of 10 will not 

be considered for flats on the 7 th floor or above. 

If your application has been assessed as requiring 2 or more bedrooms, you 

may wish to consider bidding for smaller accommodation. 

However, we will not be able to permit severe overcrowding. Consequently each case 

will be reviewed prior to an invitation to view or offer being made. 

Available properties are advertised in a free magazine called ‘Locata HOME’. The free 

magazine is published every other Friday. These adverts will give you information 

about each property that is available for letting. 

You can pick up a free copy of the Locata HOME magazine from various places, 

including Civic Centres, housing offices and public libraries. 

16 


The Locata HOME free magazine is also available on the Locata website, for you to look 

at. The website address is www.locata.org 

Once you have your copy of the Locata HOME free magazine, you will be able to bid for 

up to 3 properties from each edition. 

Placing bids 

You can bid for properties on the website: www.locata.org or by completing a coupon 

per edition. This is your unique number so do not give your coupons to anyone else. 

You can also bid by text message from your mobile phone, by telephone or by 

contacting our Customer Services Advisers on 01895 250147. Information is also 

available in Locata HOME magazine and the Locata Scheme Guide booklet. 

You should return your completed coupon to Locata Housing Services 

Company or make a bid on the website by 2 p.m. the following Wednesday. 

Once you have returned your completed coupons or placed bids by another method, 

the computer system automatically considers the bids it has received for each property 

advertised. A list in priority order is produced of those applicants who are eligible to 

apply for each property. High ranking applicants will be sent to the landlord of that 

property, who will do further checks. 

When bids are considered for properties, priority will be given to bids from people in the 

highest priority band. If people from the same priority band bid for the same property, 

the person with the earliest priority date will be considered first. 

Offer 

If your name appears at the top of the priority list, we will check your circumstances to 

make sure you are eligible to receive an offer. If you refuse an offer, the next person 

on the priority list will be invited to view the property. You do not get penalised for 

refusing properties you have chosen, although checks about your housing need might 

be made if you refuse several properties. 

In many circumstances, more than one member may be invited to view the property at 

the same time. This will help to speed up the letting process, although the property is 

still offered to the member with the highest priority that attends the viewing. 

Feedback 

All properties let are listed in a future edition of the Locata HOME free magazine. You 

will be told how many people bid for each property, as well as the band and priority 

date of the successful bidder. This will help you to see how long the successful bidders 

have been waiting. 

If you have any queries about applying for properties, fully trained Customer Services 

Advisers and voluntary agencies will be available to support you. 

17 


20. INELIGIBLE FOR AN OFFER 

In some circumstances, applications are registered but you may not be 

offered a property or invited to view. This will apply when: 

♦ You are in rent arrears. 

♦ You have been involved in anti-social behaviour. 

♦ Your eligibility for housing cannot be verified. 

♦ Your circumstances have changed since your most recent housing assessment. 

♦ You have applied to buy your Council property and the application is being 

considered. 

♦ You are actively considering other housing options e.g. shared 

ownership/Homebuy. 

We will let you know if this applies to you. 

21. BECOMING A TENANT 

Once you have viewed the property and stated that you want to take the tenancy, you 

will be asked to attend a sign-up interview. The interview could take place at the 

property, or at the office. During the interview the conditions of tenancy will be 

explained to you before you sign the Tenancy Agreement (a legally binding contract). 

You may be asked to pay rent in advance, this will vary between landlords and upon 

your financial circumstances. 

At the sign up interview you will also be given information on how to report a repair 

and how to contact your housing manager if you experience problems with your 

tenancy. 

Once the tenancy begins you are then legally bound by the terms of the 

tenancy and you must (a) pay the rent due promptly and (b) ensure that you, 

your family and visitors to your home do not cause a nuisance to neighbours 

or breach your conditions of tenancy. Either of these could cause you to lose 

your home. 

22. ALLOCATION OUTSIDE OF THE LOCATA SCHEME 

In certain specified cases an allocation may be made outside of the choice based 

lettings scheme. These are: 

♦ Time limited cases in Band A where a successful bid has not been achieved. 

♦ Time limited nominations under move on quota arrangements for care leavers and 

from single person hostels. 

18 


♦ Where a recommendation has been received from the police, social services or other 

professional agency that a specific type of accommodation or area is needed. 

♦ To make a suitable offer of accommodation to a homeless household in order to 

fulfil the Council’s obligations under the Housing Act 1996 (as amended by the 

Homelessness Act 2002). 

♦ A direct allocation because the Council agrees that an applicant has previously been 

unfairly bypassed for a property. 

♦ A direct allocation in exceptional or emergency circumstances for effective 

management of social housing stock as determined by the Housing Manager in 

conjunction with Hillingdon Homes or a partner housing association 

♦ A direct allocation of an applicant’s temporary home into a permanent tenancy 

where agreed by both the tenant and the Council 

Unreasonable refusal following a direct allocation may result in the discharge of a 

homeless duty or a review of the applicant’s priority status to a lower priority. 

We will let you know prior to the offer if this applies to you. 

23. KEEPING YOUR APPLICATION UP TO DATE 

It is important that the information we hold about your application is accurate at all 

times. If your circumstances have changed since you first registered you should 

request and complete a change of circumstances form. This form is available at the 

Civic Centre, Hayes One Stop Shop or any of the Area Housing Offices. 

YOU MUST ALWAYS TELL US ABOUT ANY CHANGE IN YOUR CIRCUMSTANCES 

AS THIS MAY AFFECT YOUR PRIORITY FOR HOUSING 

It is very important that you keep your Housing Officer informed of changes to your 

household, medical condition or housing situation. A review could result in a change in 

your band, or your eligibility for certain homes if your circumstances change. 

If at any time you do not wish your name to remain on the Housing 

Register, please tell the Housing Assessment Team at the Civic Centre. 

If you move to another address you must complete a new application form. 

This is to enable the Council to re-assess your housing need to see whether 

your banding will be affected 

24. FALSE STATEMENTS 

Please note that it is an offence if you knowingly make a false statement or withhold 

information which has reasonably been requested. You may be prosecuted if you 

19 


commit this offence. On conviction you may be fined up to Level 5 on the standard 

scale. 

Be aware that should the Council grant a tenancy as a result of false information given 

by you or someone else on your behalf, the Council can take Court action to repossess 

the property. 

25. RIGHT OF REVIEW OF A DECISION 

The law states that applicants have the right to request a review of a decision as 

follows:- 

♦ to treat him/her as ineligible because of unacceptable behaviour serious enough to 

make him/her unsuitable to be a tenant of a local authority. 

♦ not to give any preference under the scheme as a result of unacceptable behaviour 

serious enough to make unsuitable to be a tenant of the housing authority. 

♦ about the facts of their case which have been or are likely to be taken in to account 

when considering whether to make an allocation, including your priority band. 

If you want your application to be reviewed, please ask us or write to us as soon as 

possible. We will make a decision within 28 days (or more if we agree with you to do 

this). The review will be carried out by a Senior Officer who has not otherwise been 

involved in the case. 

26. ANNUAL REVIEW OF APPLICATION 

We review applications on an annual basis, to find out whether you are still seeking to 

be re-housed and, if so, whether there are any changes in your circumstances that may 

affect your housing needs. This process is known as the Annual Review. 

If no response is received within 28 days of the date of the review letter, a reminder is 

sent. The application will be automatically cancelled if no response is received after 21 

days of the reminder letter being sent. 

27. COMPLAINTS 

If you have a complaint you wish to register please telephone, email 

or write to: 

Customer Care & Complaints Adviser 

Housing Services 


Civic Centre 

UXBRIDGE 

Middlesex UB8 1UW 

Email:complaintsmailbox@hillingdon .gov.uk 

20 


Tel: 01895 250366 

Text Phone: 01895 556487 

21 


APPENDIX 1 

LOCATA CHOICE BASED LETTINGS SCHEME 

BANDING 

TENANTS HOME-SEEKERS DEFINING FEATURES OF APPLICANT 

Band A 

Time- 

Limited 

Top/ 

Emergency 

Priority 

Rating (time 

limit is at 

registering 

partner’s 

discretion) 

Emergency 

medical 

Management 

Transfer (e.g. 

emergency 

harassment) 

Emergency medical 

Ex-service tenants 

1. Emergency banding is granted only in exceptional circumstances, when the applicant or 

a member of the applicant’s household has a life threatening condition, which is 

seriously affected by their current housing. 

2. Emergency banding will also be given to hospital “bed-blockers”, where the applicant 

cannot return to their home, or to temporary accommodation, for medical reasons. 

Agreed in exceptional circumstances due to significant and insurmountable problems 

associated with the tenant’s occupation of a dwelling and there is imminent personal risk 

to tenant or their family if they remain in the dwelling. Such transfers will usually be 

based on housing need. 

Ex service tenants e.g. Caretakers or sheltered wardens where the Council has a 

contractual obligation to house. 

Permanent 

Decants 

Where the property is imminently required because of lease expiry or for essential works & 

the tenant will not be returning e.g. development schemes. 

22 of 41


Band A 

Time- 

Limited 

Top/ 

Emergency 

Priority 

Rating (time 

limit is at 

registering 

partner’s 

discretion) 

Homeless 

households owed 

the main duty & 

placed in temporary 

accommodation 

1. Landlord wants property back AND the council cannot find alternative suitable 

temporary accommodation OR 

2. Property is not suitable to meet applicant’s or a member of the applicant’s 

household’s needs AND the only prospect of meeting them is in permanent 

accommodation. (E.g. where they have obtained employment and are experiencing 

severe financial hardship, medical or disability reasons, harassment, violence or 

disrepair). 

Statutory Duty Statutory Duty Closing Order issued (i.e. Property unfit for human habitation as advised by Environmental 

Health where there is no alternative measure to render the property fit) OR similar duty 

where emergency re-housing is essential e.g. CPO to enable site clearance for a roadwidening 

scheme. 

Enable 

fostering/ 

adoption 

Release 

adapted 

property 

Enable fostering/ 

adoption 

Where agreement has been reached to provide permanent accommodation on 

recommendation by Social Services. 

This is used once a specific child and parent arrangement is unable to commence because 

of the housing situation, not in the general principle or intention of fostering or adoption. 

Tenant does not require walk-in shower &/or wheelchair accessible features. 

Defined as no longer meeting Mobility level 1 (DSL1) whereby a member of a household 

uses a wheelchair indoors and outdoors all the time. 



Under 

occupation 

Non-statutory 

successors 

(Approved for 

move to studio or 

one bed or giving 

up 2 or more 

bedrooms) 

Approved by Housing Management for an offer of smaller accommodation. 

Applicant is willing to move to smaller property under Incentive Scheme. These applicants 

will be exempted from minimum occupation criteria. 

Band B 

High Priority 

Homeless 

households owed 

the main duty 

except those 

adequately housed 

with an assured 

short-hold or nonsecure 

tenancy 

Homeless households accommodated in B&B or in a Hostel. Once an assured shorthold or 

non-secure tenancy is offered such applicants move to Band C until such time as the 

landlord wants the property back AND the Council cannot find alternative suitable 

temporary accommodation OR their needs can no longer be met unless they are offered 

permanent accommodation. 

Statutory 

Overcrowding 

or Court Order 

Applicants with 

more than one 

serious need, not 

already in Band A 

or B 

Other Non 

Statutory 

Successors 

For example two causes of severe overcrowding (Hillingdon only). 

Statutory overcrowding as defined in the Housing Act 1985 OR Court Order to re-house. 

Approved for move to smaller accommodation but requiring a two bedroom and/or 

relinquishing one bedroom. 



Other under 

occupiers 

Approved for move to smaller accommodation but requiring a two bedroom and/or 

relinquishing one bedroom. 

Band B 

High Priority 

Other 

Management 

transfers not in 

‘Band A’ 

Permanent 

Decants 

Ex-tenant 

discharged 

institution 

Agreed by Housing Management for non-urgent transfer. Such transfers will usually be 

based on housing need. 

Where a commitment has been made in order to get such tenants to relinquish an RSL or 

LA tenancy on entering the institution. 

Where property is required because of lease expiry or for essential works and tenant will 

not be returning, e.g. development schemes. 

Release supported 

housing quota 

Approved for independent living by Social Services or equivalent. 

Young People 

leaving care quota 

Approved for move on by Social Services Young People Leaving Care Team – priority 

given for time-limited period – if choice not exercised one offer only. 

Move-on quota 

Other move on quotas as agreed with partner organisation - priority given for timelimited 

period – if choice not exercised one offer only. 

Not exceeding annual quota. 

Medical (incl. 

Mental health) 

hardship 



hardship 

(For non-priority single homeless people, nominations for the quota are made by a 

panel of supported hostel providers) 

Band B status for medical need will only be given where an applicant’s current housing 

conditions are having a major adverse effect on their medical condition. 

It will not apply where the effect of housing conditions on health is comparatively 

moderate, slight or variable. 



Severe Social 

hardship 

High Priority 

Hardship 

Severe Social 

hardship 

With dependant children AND 

• Living in insecure accommodation AND 

• Not having a bedroom AND 

• Lacking or sharing amenities. 

Urgent need to move agreed by Housing in liaison with Social Services/Police/other welfare 

agency. Requests can be submitted by an applicant or advocate, supported by a 

professional or welfare report: 

• To give or receive care or support 

• For child protection reasons 

• Other urgent social reasons. 

Band C 

Reasonable 

preference 

Homeless with local 

connection or duty 

accepted but not 

included in A or B. 

Other ex-homeless 

households 

occupying 

accommodation 

secured under Part 

VII section 193(2) 

People who are owed a homeless duty, who are occupying temporary accommodation 

provided under the Housing Act 1996 Part VII section 193(2) OR households who were 

owed a homeless duty and have occupied temporary accommodation secured under 

Housing Act 1996, Part VII section and who have subsequently accepted a qualifying offer 

allowing them to remain in private sector accommodation after the duty has ceased. 



Band C 

Reasonable 

preference 

Unsatisfactory 

Housing 

conditions 

Unsatisfactory 

Housing conditions 

i) Overcrowding 

Households who do not have the following minimum provision 

• Co-habiting couples 1 bedroom 

• Each independent adult (18yrs +) 1 bedroom 

• Children of opposite sex aged over 7yrs should not have to share a bedroom 

• Two children of the same sex 1 bedroom unless one child is aged over 10 years 

and there is an age gap of 5 years or more. 

N.B For this purpose: 

a) Second reception room will generally be deemed as available for use as a bedroom 

b) Box rooms which could reasonably be used by a child will count as a single 

bedroom 

c) Single persons occupying studio flats will not be deemed overcrowded. 

ii) 

Unsanitary conditions that cannot be addressed via Environmental Health 

action and are lacking one or more of the following: 

a) Food preparation facilities (i.e. sink and space for a cooker) 

b) Inside WC 

c) Bathing and personal washing facilities. 



hardship 



hardship 

Band C status for medical need will be given where an applicant’s or member of the 

household’s current housing conditions are having an adverse effect on their medical 

condition which creates a particular need for them to move. 

Elderly 

approved for 

Sheltered 

Elderly approved 

for Sheltered 

Applicants over 60yrs assessed 



Care plan need Care plan need Accommodation required to assist Social Services in delivering a Care Plan. 

Incoming HOMES 

nominees 

Band D 

No priority 

Status 

All other 

registered 

transfers 

All others on 

housing register not 

included in bands 

A, B or C 

Applicants who do not meet the housing need criteria within bands A, B or C including: 

Out of borough applicants – those who do not live within the borough. Additional priority 

can be considered in exceptional cases as agreed by the relevant Housing Manager. 

Owner occupiers - applicants who currently own or have formerly owned a property within 

the last five years, and who have sufficient capital to seek alternative housing options. 

Additional priority can be considered in exceptional cases as agreed by the relevant 

Housing Manager. 

As part of deliberations on a common housing register and common transfer criteria, other 

groups who are eligible to be registered will be agreed. 


APPENDIX 2 

This is a general guide to help you see the size of property to best suit your needs. 

Type of 

accommodation 

Single 

Person 

Couple 

without 

children 

Elderly 

Single 

Person 

Elderly 

Couple 

1 child 

family 

2 child 

family 

3 child 

family 

4 or 4+ 

child 

family 

Studio/bedsit √ 

Studio/bedsit 

√ 

designated for elderly 

1 bedroom flat √ √ √ √ √√ 

1 bedroom bungalow √ √ 

1 bedroom house √ √ √ √ √ 

1 bedroom flat 

designated for elderly 

√ √ 

2 bedroom flat √ √ 

2 bedroom house √ √ 

2 bedroom bungalow √ √ 


3 bedroom house √ √ √ 

3 bedroom 

flat/maisonette 

√ √ √ 

4 or 4 bed + house √ 


APPENDIX 3 

LIST OF COUNCIL OWNED PERMANENT STOCK AT END JANUARY 2006 

BEDSIZE AND AREA 

BUNGALOWS FLATS HOUSES MAISON- 

ETTES 

SHELTERED 

TOTAL 

0 1 2 3 0 1 2 3 1 2 3 4 5 6 8 1 2 3 0 1 2 3 

RUISLIP 11 100 9 4 18 574 340 46 11 335 628 34 14 2 0 6 99 13 84 198 2 0 2528 

UXBRIDGE 0 152 10 0 76 642 317 8 0 468 546 31 2 1 1 6 44 5 0 288 2 0 2599 

HAYES 11 116 4 5 41 743 673 11 11 505 978 50 15 5 0 0 234 31 14 164 2 2 3615 

YIEWSLEY 0 79 3 1 56 200 141 9 0 379 670 31 6 0 0 13 187 69 0 155 2 0 2001 

TOTAL 22 447 26 10 191 2159 1471 74 22 1687 2822 146 37 8 1 25 564 118 98 805 8 2 10743 


The majority of bedsit and one bedroom bungalows (total 469) are designated for older 

people. 

Properties by bedsize: 

Bedsit/one bedroom (general) 2397 

Bedsit/one bedroom (sheltered) 903 

Two bedrooms (8 are sheltered) 3756 

Three bedrooms (2 are sheltered) 3026 

Four bedrooms 146 

Five bedrooms 37 

Six bedrooms 8 

Eight bedrooms 1 

Page 32

HOUSING DEMAND AS OF DECEMBER 2006 

APPENDIX 4 

BEDSIZE 

PROPERTIES BAND A BAND B BAND C BAND D TOTAL 

Bedsit 

1 Bedroom need 




5+ Bedroom need 

TOTAL 

69 183 749 2980 3981 

49 8 108 525 690 

16 97 1269 1403 2785 

3 23 1059 574 1659 

8 419 110 537 

1 9 172 15 197 

138 328 3776 5607 9849 

Page 33

APPENDIX 5 

LONDON BOROUGH OF HILLINGDON LETTINGS 2005 - 2006 

(Includes all cross borough lettings) 

BAND A BAND B BAND C BAND D TOTAL 

Bedsits 

45 215 146 40 446 

1 bedroom 

need 

2 bedroom 

need 

3 bedroom 

need 

4 bedroom 

need 

5+ 

bedroom 

need 

TOTALS 

10 2 15 4 31 

28 104 280 31 443 

7 33 113 3 156 

4 13 32 49 

13 18 15 1 47 

107 385 601 79 1172 

Page 34

ACCESS TO INFORMATION 

LONDON BOROUGH OF HILLINGDON OFFICES 

APPENDIX 6 

Emergency Housing Unit 


Uxbridge Middx UB8 1UW 

Tel: 01895 250147 

email: nmailbox@hillingdon.gov.uk 

Housing Advice Centre 



Tel: 01895 250147 

e:mail: nmailbox@hillingdon.gov.uk 

Housing Assessment Team 



Tel: 01895 250147 

email: nmailbox@hillingdon.gov.uk 

Temporary Housing Team 



Tel: 01895 250147 

e:mail: nmailbox@hillingdon.gov.uk 

Tel: 

Tel: 

Ruislip Area Housing Office 


Ruislip Middx 

01895 250122 (General Enquiries) 

01895 277700 (Repairs) 

01895 277709 (Allocations) 

Hayes Area Housing Office 


Hayes End Middx 


01895 250222 (Repairs) 


Uxbridge Area Housing Office 


Yiewsley Middx 

Tel: 01895 277578 (General Enquiries) 

01895 250880 (Repairs) 


Yiewsley Area Housing Office 




01895 277778 (Repairs) 


Page 35

Tel: 

Hayes Area Housing Office 


Hayes End Middx 


01895 250222 (Repairs) 


Hayes One-Stop Shop 

49-51 Station Road 

Hayes Middx UB3 4BE 

Tel: 020 8606 2919 

Housing Sales Team 


Yiewsley Middlesex UB7 7QH 

Tel: 01895 250512 

Yiewsley Area Housing Office 




01895 277778 (Repairs) 


Private Sector Housing 


High Street Uxbridge Middx 

Tel: 01895 250188 

e:mail:PHousing@hillingdon.gov.uk 

Page 36

LOCAL ADVICE AGENCIES 

Ruislip CAB Office 

9 Eastcote Road 

Ruislip Middx HA4 8BD 

Fax: 01895 622818 

e:mail: bureau@ruislipcab.cabnet.org.uk 

Hayes CAB Office 

Hayes One Stop 

49-51 Station Road 

Hayes Middx UB3 4BE 

Fax: 020 8606 2939 

e:mail:bureau@hayescab.cabnet.org.uk 

Hillingdon Advice & Information Line 

Tel: 0870 1264021 

Uxbridge CAB/Area Support Office 

Link 1A Civic Centre 

High Street 


Fax: 01895 277306 

e:mail: bureau@uxbridgecab.cabnet.org.uk 

Yiewsley CAB Office 


Yiewsley Middx UB7 7QJ 

Fax: 01895 430421 

e:mail:bureau@yiewsleycab.cabnet.org.uk 

Hillingdon Law Centre 

12 Harold Ave 

Hayes Middx UB3 4QW 

Tel: 02085 619400 

Fax: 02087 560837 

Email: hillingdon@lawyersonline.co.uk 

Violet Ave Tenants and Residents Association 

Violet Ave 

Hillingdon 

West Drayton Advice and Information 

Centre 

Bell Farm Church, South Rd 

West Drayton 

Page 37

HILLINGDON LIBRARIES 

Hayes Library 

Golden Crescent 

Hayes Middx 

Eastcote Library 

Field End Road 

Eastcote Middx 

Harlington Library 

Pinkwell Lane 

Hayes Middx 

Ickenham Library 

Long Lane 

Ickenham Middx 

Oak Farm Library 

Sutton Court Road 

Hillingdon Middx 

Ruislip Library 

Bury Street 

Ruislip Middx 

Harefield Library 

Park Lane 

Harefield Middx 

Hayes End Library 

Uxbridge Road 

Hayes Middx 

Kingshill Library 

Bury Avenue 

Hayes Middx 

Northwood Hills Library 

Potter Street 

Northwood Middx 

Page 38

Oaklands Gate Library 

Green Lane 

Northwood Middx 

South Ruislip Library 

Victoria Road 

South Ruislip Middx 

Yeading Library 

Yeading Lane 

Hayes Middx 

Ruislip Manor Library 

Victoria Road 

Ruislip Manor Middx 

Central Library 

High Street 

Uxbridge Middx 

West Drayton Library 

Station Road 

West Drayton Middx 

Yiewsley Library 



LET US KNOW 

Page 39

We trust that you have found this booklet informative and useful. We value any comments about our service and 

would appreciate it if you could fill in the slip below and return it to us. 

1. How useful have you found this booklet? 

Very helpful Helpful 

Not helpful 

2. Your comments 

If you do not understand any part of the Council’s Housing Allocation Policy and the Choice Based Letting Scheme - please 

contact our Customer Services Advisers at the Civic Centre, High Street, Uxbridge, Middlesex UB8 1UW. Tel. No: 01895 

250147 e:mail: nmail@hillingdon.gov 

WE ARE HERE TO HELP 

Page 40

Cabinet Report - 15 March 2007 

Monitoring Report for Council Plan, Community Strategy and Achievements Quarter 3 

Appendices 

Appendix A - Council Plan Monitoring Pages 2-23 

Appendix B - Community Strategy - Council Lead Pages 24-47 

Appendix C - Achievements Pages 48-55 

Appendix D Quarterley Best Value Performance Indicators Pages 56-67 

Appendix E - Monthly Performance Indicators Pages 68-69

Last Amended: 15 January 2007 Council Plan 2006 Appendix A 

Ref No. Key Objective Task 

(Short Term Target) 

Corporate 

Director to 

end Sept 

Lead 

Officer 

Key Actions Sub Key Actions Target 

Dates 

Key Actions 

Completed 

Progress Comment 

1 A borough of learning and 

culture 

Progress strategies and 

support systems with schools 

to raise levels of pupil 

attainment. 

CS AN Foundation: An increase in 

the % of children achieving 6+ 

in reading & writing FSP 

outcomes from baselines of 

67% and 57% respectively. 

1) Dissemination of an effective 

programmes for teaching of phonics in all 

schools via supply covered training. 

2) Provide a session for head teachers 

on the renewed strategies and Early 

Years Foundation Stage 

3) Implementation of effective 

programmes for teaching of phonics in all 

7 focus schools. 

4) Provide training and support materials 

for all schools in relation to readiness for 

reading linked to child development. 

1) 20/09/06 1. 

2) 01/07/07 

3) 01/07/07 

4) 01/07/07 

Completed 

2-4 On 

Track 

Training session provided 

and ongoing work to 

support schools in place, 

focusing on 7 key schools. 

Borough-wide phonics 

training dates have been 

established. 

Child development training 

dates have been 

established 

Training sessions 

progressing 

1.1 A borough of learning and 

culture 




attainment. 

CS AN Foundation 

To improve the achievement 

of children in language for 

1) Continue to implement the Speaking 

and Listening project within areas of 

targeted schools through the provision 

communication and thinking to workshops for parents 

be within 4% of the national 

average. 

2) Continue to provide borough wide 

training and support materials to all 

schools 

3) Continue to provide support to 

targeted schools identified through 2006 

FSP data. 

1) 01/08/07 1-3 On 

2) 01/07/07 Track 

3) 01/07/07 

Target schools and preschool 

provision within the 

school locality have 

accessed training and 

support materials. Training 

dates and parent workshop 

dates have been 

established. 

Training sessions 

progressing. 


culture 


culture 




attainment. 




attainment. 

CS AN KS1 & 2 

Raise attainment in seven 

focus schools in line with LAA 

targets 

CS AN KS 3 & 4: 

Raise attainment at KS3 and 

KS4 in line with CVA 

requirements as defined by 

the DfES in targeted schools: 

Tailored programme of support and 

intervention based on schools' specific 

needs 

Careful monitoring of work by intervention 

team 

Targeted support for quality of teaching, 

assessment and subject knowledge. 

Close monitoring of targeted secondary 

school and LA intervention strategy in 

place - from Sept, 2005 

Jul 07 

KS3 - Jul 

06 

KS4 Aug 

06 

1. On track Seven schools identified, 

visited and all audited by 

middle of September. 

1&2. 

Completed 

and are 

part of 

service. 

Significant work 

undertaken in Maths in all 

7 schools. School Support 

plans for each school on 

Monitoring and support - 

Direct LA 

intervention/support in a 

number of schools - 

generally one day per week 

Setting of targets planned 

for 2006 - 07 in line with 

FFT projections 

ITEM 06 council plan appendices.xls 

Green - Completed/On Track 

Amber - Some Slippage 

Red - Serious Slippage 2




Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



culture 




attainment. 

CS AN 14-19 Strategy 

Placement of LA officers on school 

1) Programme of sharing good senior manager teams and a range of 

practice across secondary support and training delivered 

schools in relation to the 

quality of teaching and 

learning through inset and 

direct support 

2) Strengthening senior 

management capacity via LA 

Officer secondment to a 

number of secondary schools 

3) Focused training 

programmes 

Start - Sep Action is 

05 completed, 

Completion however, 

- Dec 06 sharing of 

and beyond good 

practice 

continues 

Current LA monitoring 

procedures indicate that 

the two schools currently in 

Ofsted categories will be 

removed from them by 

December 2006 - All 

secondary schools have 

robust self evaluation 

procedures reflected in 

their SEFs (validated by 

LA, schools' management 

teams and as appropriate 

Ofsted) 


culture 


culture 


culture 




attainment. 

Open the first phase of the 

new Ruislip High 

School in September 2006, 

including adult 

education facilities. 

Develop an action plan for the 

new Hillingdon 

sport and physical activities 

strategy. 

CS AN 14-19 Strategy 

Ensure through the 14-19 

Strategy Group and the work 

of the Hillingdon Secondary 

Strategy that the post 14 

curriculum better meets the 

needs of students in this age 

range as confirmed by 

OfSTED reports and added 

value. 

CS DT 1) Handover to Headteacher 

of Phase 1 of school 

2)Year 7 Pupils admitted 

1) Ensure all secondary schools 

participate in a Federation for expanding 

the vocational curriculum. 

2) Support all secondary schools to have 

at least 2 vocational pathways based on 

their site. 

3) 14-19 Curriculum Task Group 

established and identifies staffing 

implications for vocational curriculum 

delivery and identifies curriculum 

weaknesses to secure inclusion 

CS MB/AC Strategy finalised Action Plan being drawn up to fit the 

revised time frame 

1) Dec 06 

2) Sep 07 

3) Dec 06 

1) starts 

Sep 06 

2) Ongoing 

3) Starting 

Sep 06 

Completed All secondary schools have 

two vocational pathways in 

place which do not conflict, 

but are mutually supportive 

(Sept 07) - Attainment at 

KS4 (re L2 or equivalent 

qualifications and post 16 

(where appropriate) is 

increased (Sept 07) - 

Ofsted judgements on 

section 5b of the SEF is at 

least satisfactory and 

mainly for all secondary 

schools as they are 

inspected - Similar 

judgement for post 16 

(termly reviews) 

All secondary schools have 

been involved in compiling 

the submissions to the 14- 

1, 2 3) 

Completed 

2) Year 7 places all allocated 

and waiting list established 

(July 07) 

3) RHS now open 

Mar-07 On Target 1/07 update - Draft strategy 

has been revised and is 

currently being reviewed by 

Directorate followed by 

C bi M b A f ll 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



culture 


culture 

Progress the restoration work 

on the listed 

buildings and surroundings at 

Manor Farm 

Ruislip, completing work on 

the great barn and 

west courtyard buildings. 

Increase by 5% the 

number of under-fives 

enrolled as members of 

the library. 

6 A safe borough Actively support the roll 

out of safer 

neighbourhoods policing 

with dedicated local 

teams for each ward. 

CS GE/SBG 1. Final Designs submission 

to HLF 

2. Staff Training 

3. Staff Appointment 

4. Main Contractor Tender 

5. Contractor Appointment 

6. Contractor Start / Lead in 

CS ES/JM Deliver 3 Bookstart schemes 

and implement Treasure 

Chest in libraries 

HD MA Implement safer 

neighbourhood teams roll out 

infrastructure in partnership 

with metropolitan police. 

1) Hold launch of Treasure Chest 

2) Promote through playgroups and 

nurseries 

6 strategic meetings (JAG) 

22 Environmental Visual Audits (EVAs) 

14 Ward Panels 

1. 14 Jun 

06 

2. Jun / 

Dec 06 

3. In post 

Jan 07 

4. 18 Aug 

5. 27 Oct 

06 

6. Nov 06 

1) May 

2006 

2) From 

Sep 06 

Mar-07 

1) Phase 1 

Complete 

2) 

Completed 

3) 

Completed 

4) 

Completed 

5) on target 

6) on target 

1) 

Completed 

2) On target 

3 JAG 

4 EVAs 

2 Ward 

Panels 

1/07 update - 1) Final design 

approved. 

2) 3 training days completed 

3) Main tender documents 

have been sent out. Cabinet 

report 1/07 and on site 3/07. 

Retendering caused earlier 

slippage but now on track. 

1/07 update - 

1) Successful launch end 

of May. Distribution being 

monitored. 

2) Nurseries and clinics 

3 co-ordinators recruited. 

Leading programme of 

EVAs in place. 

Supporting police and 

acting as a conduit to 

council for Ward Panels 

Built into LSP structure 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


7 A safe borough Ensure all major 

developments meet 

Metropolitan Police 

“designing out crime” 

criteria. 

JP GE 1) Consult the Police on all 

relevant applications, take 

their advice into consideration 

in conjunction with all material 

planning considerations 

including the adopted 

Hillingdon DDP, 

Supplementary Planning 

Guidance on 'Community 

Safety By Design' and the 

Hillingdon Design and 

Accessibility SPD and 

emerging LDF policies. 

1) liaise with Police in planning brief and 

pre-app discussions. 

2) Report the Police comments to the 

Planning Committees in officers' reports. 

3) Apply the advice as agreed; to apply 

appropriate planning conditions, 

Informatives, measures under S106 

agreements; to ensure compliance with 

conditions/S106/Informatives once 

development commences. 

4) Liaise with Police in reviewing, 

monitoring effectiveness of 

SPG/SPD/UDP/LDF/HDAS policies and 

guidance...partnership working? 

5) Monitor appeal decisions to ensure 

Designing out Crime policies, 

guidance...conditions S106s 

Informatives... are upheld/applied by 

Planning Inspectors and challenge any 

not doing so if there is a legal case...and 

look out for PINS initiatives from the 

national level, if any 

Ongoing 1/07 Update - On track - 

Major Apps. All relevant 

Cttee reports have an item 

covering this requirement. 

8 A safe borough Implement a programme of 

public reassurance 

and information on local 

crime, including 

coverage in Hillingdon 

People in May 2006 on 

community safety to 

coincide with the annual 

community safety public 

survey. 

HD 

DJB/ MH Begin production of regular 

Community Safety news 

pages for Borough residents 

Ongoing Yes 1/07 - Regular Community 

Safety pages now being 

published in Hillingdon 

People - Dec 06 edition 

covers Residents Survey 

results. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


9 A safe borough Make our car parks more 

secure by continuing 

our programme to upgrade 

them including 

lighting, signage, and 

CCTV to make them more 

secure for users. 

PB RC Improvement works have been 

undertaken and completed at 

15 of the council's surface car 

parks and these car parks 

have received national 

ParkMark, Safer Parking, 

awards. 

1) The remaining 10 surface 

car parks and the Cedars and 

Grainges multi-storey car 

parks are being formally 

reviewed, in conjunction with 

the ParkMark Architectural 

Liaison Officer, to ascertain 

the extent of the works that will 

be required to bring them up to 

ParkMark standard. 

2) A separate study will be 

undertaken to consider the 

feasibility of extending the 

Uxbridge multi-storey car 

parks. 

1) 12/06 

2) 3/07 

2) Yes 1/07 update. 

(1) The review of non 

"ParkMark" car parks has 

commenced with two main 

multi-storey car parks 

already being formally 

reviewed. Background 

usage and crime data is 

currently being gathered in 

preparation for site reviews 

to be undertaken in 

conjunction with the 

ParkMark Architectural 

Liaison Officer (ALO) in the 

surface car parks later this 

financial year. These 

reviews have been delayed 

partly due to nonavailability 

of the ALO. 

Detailed plans are being 

drawn up to undertake 

ParkMark improvement 

works in Linden Avenue by 

June 2007. 

(2) Feasibility study 

completed and results 

reported to CMT. Further 

funding is required before 

this programme can be 

undertaken. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


10 A safe borough Continue our programme 

of road safety schemes 

to reflect local priorities. 

PB JaW 1) Constant updating of list of 

schemes. 

2) Weekly investigation of 

schemes to decide priorities. 

3) Agree list of schemes 

4) Report to Cabinet Member 

to initiate schemes. 

Ongoing meetings with Cabinet Member 

to prioritise schemes. 

1)Ongoing 

2) weekly 

3) 7/06 

4) 9/06 

1/07 Update - Works 

programme remains on 

track with work 

commissioned for Windmill 

Hill (due on site 1/07) 

Harlington Road (on site 

since 11/06 and largely 

complete) Pinner Road 

(due on site 1/07) Station 

Approach, South Ruislip 


Road, Hayes (due on site 

1/07), Bridle Road (due on 

site 1/07), Ryefield Avenue 

(due on site 2/07), Ruislip 

High Street (on site since 

12/06). The Council has 

also been advised of a 

successful bid for funding 

for local safety schemes in 

2007/08. Separate Council 

funded RSP programme 

also on track. 

11 A safe borough Repeat the bin-a-knife 

scheme in eight locations 

through the year. 

HD 

DJB/ MH Implement itinerary and 

contact local schools 

June- 

Yeading 

July- 

Uxbridge 

August- 

Yiewsley 

Sept - 

Hayes 

Ongoing 

1/07 - Itinerary proceeding 

as planned 375 blades 

deposited between July 

and December 2006. 

12 A safe borough Improve road safety, 

particularly for children, 

through the appointment of 

road safety officers 

for local education and 

awareness campaigns. 

PB JaW 1) Develop Education, 

Training and Publicity 

Strategy. 2) Recruit team of 

officers in parallel with above. 

3) Campaigns to start targeted 

at vulnerable groups. 4) 

Long term - monitor impact via 

reduced personal injury 

accidents - particularly 

amongst vulnerable groups. 

1) 8/06 to 

12/06, 

2) 8/06 to 

12/06 

3) 1/07 

4) Ongoing 

1) Yes 2) 

See 

progress 

comment 

3) Yes 4) 

Ongoing 

1/07 update - 1) Draft 

strategy was completed in 

Q2. 2) Interviews were 

held for RS Team Leader 

in 12/06 but no 

appointment made - further 

interviews will be held. 3) 

Road safety campaigns 

started in 11/06, six carried 

out by end 12/06. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


13 A safe borough Introduce ten more 

pedestrian crossings in 

the borough. 

PB JaW 1) Draw up list of crossings for 

inclusion. 

2) Report schemes to 

Cabinet Member for 

agreement. 

3) Complete installation 

1) 7/06 

2) 9/06 

3) 3/07 

1) Yes 1/07 update - Crossings 

already completed on site 

include - 1) Victoria Road 

(near Civic Way) 2) High 

Street/Vine Street (Uxbridge). 

3) Hillingdon Road/Kingston 

Lane. 4) Victoria Road near 

Sidmouth Drive. 5) West End 

Road near Sidmouth Drive. 

Others have already been 

commissioned for design and 

implementation, for completion 

by end 3/07, including - 6) 

Swakeleys Road (as part of 

School Travel Plan) - due on 

site 2/07. 7) High Street 

Ruislip (as a local safety 

scheme) being implemented 

as part of other ongoing works 

at this site. 8) Tavistock 

Road, West Drayton - due on 

site 1/07 as a road safety 

programme scheme. 9) 

Watford Road, Northwood - 

substantially completed as of 

1/07. 10) Ladygate Lane, 

Ruislip - due on site 1/07. 

Other sites have been 

identified for potential further 

study and possible 

implementation in 2007/08 

14 A safe borough Ensure that 99.5% of all 

street lighting is 

working as planned. 

PB TE Undertake regular night 

inspections, respond promptly 

to defects reported. Local PI 

for 2005/06 = 99.66%. 

National PI (average time to 

repair defect) = 1.42 days. 

1) Monitor with local and national PI's. 1) Monthly 

2) Implementation of new EXOR highway 2) 3/07 

management software system. 

1/07 update - 

1) On target for first 8 

months at 99.61%. 

2) EXOR implementation - 

on track 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


15 A safe borough Invest in a programme of 

footway repairs. 

PB JoW 1) Arrange for moratorium on 

Capital to be lifted. 

2) Obtain Cabinet Member 

approval for Highways Capital 

Maintenance programme and 

PRA funded footways 

programme. 

3) Programme work 

4) Carry out work 

1) 7/06 

2) 7/06 

4) 3/07 

1) Yes 

2) Yes 

3) Yes 

1/07 update - Three out of 

four schemes expected to 

be completed on time. 

Further consultation will be 

required before deciding 

on detail for the last 

scheme, Manor Way - 

carry over to 07-08 

16 A safe borough Work with other agencies 

to implement the 

multi-agency domestic 

violence strategy. 

HD DJB/MH Implement recommendations BVPI 225 Ongoing No 10 out of 11 elements of 

the BVPI met - need to 

develop information 

sharing protocol with 

partners. DV co-ordinator 

starting 19 Jan 2007 to 

work with partners to lead 

the domestic violence 

strategy in Hillingdon. 

Community Safety team 

funding DV counselling 

service. Some slippage in 

appointment to this post 

has impacted on the 

strategy and delivery of 

actions. 

17 A clean and attractive 

borough 

Continue to roll out locality 

working pilots for 

street scene services. 

PB DF 1) Obtain Leader's approval 

for new post. 

2) Gain Cabinet Member 

approval for borough wide 

street scene locality working 

areas, based upon 

neighbourhood Ward clusters. 

3) Launch 1st new 

neighbourhood locality 

working area. 

1) 7/06 

2) 10/06 

3) 03/07 

1) Yes 

2) Yes 

3) Yes 

1/07 update - all completed 

however for Item 1 support 

is now coming from the 

Community Safety Team. 

Item 3 - the first Locality 

Working Area - covering 

Ruislip and Eastcote - was 

launched on 6/12/2006 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



borough 

Increase the number of 

street champions 

engaged in performance 

monitoring and 

standard setting across 

the borough. 

PB DF 1) Continue to recruit new 

street champions by 

supporting and promoting 

existing street scene locality 

pilot areas. 

2) Launch 1st new 

neighbourhood locality area, 

using Ward cluster principal. 

1) Ongoing 

to 03/07 

2) 03/07 

2) Yes 1/07 update - On track - 

Ruislip and Eastcote 

Locality Area was launched 

on 6/12/2006. Approx 500 

street champions now 

recruited to the scheme. 


borough 

Improve house-to-house 

recycling by adding 

glass collection from 

August. 

PB CR 1) Publicise extension of 

scheme 

2) Commence scheme from 

8/06. 

3) Monitor impact of scheme 

1) 8/06 

2) 8/06 

3) 3/07 

1) Yes 

2) Yes 

3) Ongoing 

1/07 - scheme started on 

1/12/2006 and we will now 

monitor the impact - initial 

returns are encouraging. 


borough 

Continue to support the 

campaign against the 

expansion of Heathrow 

Airport, including the 

building of a third runway. 

HD BM Support community in 

campaigns they initiate. 

Organise the European Day of 

Action 

Jun-06 

Supported European Day 

of Action, in relation to 

Airport expansion with 

HACAN and NOTRAG, in 

June 2006 

Ongoing support to 

NOTRAG as required. 

Leader's commitment to 

support Wandworth's Night 

Flights campaign. Political 

lobbyists appointed. 


borough 

Increase the number of 

enforcement and related 

notices issued. 

PB KS Ongoing enforcement actions 

to include - 

a) Flytipping 

b) Highways Enforcement 

(including flyposting) 

c) Environmental Protection 

Unit 

d) Commercial 

Premises/Licensing 

e) IPO/HCU 

1) 7/06 

2) 10/06 

3) 1/07 

4) 4/07 

Quarterly 

progress 

reports to 

be 

provided. 

1/07 update - FIGURES 

ARE FOR APRIL TO DATE 

(end11/06) 

Flytipping = 410 (288) 

Highways = 937 (679) 

EPU = 6 (5) noise 

abatement notices. 

Commercial premises = 

740 (433) 

Licensing = 1470 (936) 

IPO/HCU = 499 (329) 

(Food premises 

inspections) 

Total April to date = 3563 

(excludes skips 

permissions). 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



borough 

Continue to protect the 

green belt and ensure 

there is no loss of green 

belt land to 

development, unless very 

special circumstances 

are demonstrated. 

JP SB/GE 1) Ensure LDF policies do not 

allocate Green Belt land for 

development unless in 

accordance with Government 

policy and guidance and/or 

through appropriate LDF 

publicity, consultation and 

inquiry procedures. 2) 

Exercise development control 

functions in accordance with 

those policies and 

Government policy and 

guidance. 

1) Assess all planning briefs, preapplication 

discussions, all planning 

applications for development in the 

Green Belt against the development plan 

policies and all material planning 

considerations and to report these to the 

relevant Planning Committees for 

consideration. 

2) Refer any departures where the LBH 

considers a proposal in the Green Belt 

satisfies the test of exceptional 

circumstances to the Secretary of 

State/GOL...perhaps the Mayor of 

London(?) for call-in if so determined. 

3) Monitor all development on Greenfield 

sites as part of the BVPI indicator 

(development on brownfield sites); 

monitor appeal decisions as per 

designing out crime above....continuing 

assessment of demand for land and any 

Green Belt releases as part of monitoring 

and updating of LDF. 

Ongoing 

1/07 update - On track 

BV.106 used to measure 

this and is showing 100% 

compliance 


borough 

Continue to implement the 

air quality 

action plan. 

PB PL 1) Establish two air quality 

monitoring stations in Sipson 

and Harmondsworth area to 

monitor Heathrow related 

emissions and emissions from 

the proposed Colnbrook 

incinerator. 

2) Continue the publication of 

air quality bulletins and 

updates in Hillingdon People. 

3) Carry out air quality 

assessment on the cumulative 

effects of incremental 

developments in the 

Borough's Air Quality 

Management Area. 

1) 4/07 

2) 12/06 

3) 12/07 

2) Yes 1/07 update -on track - 

November 06 issue of 

Hillingdon People covered 

air quality and the 2 new air 

quality monitoring stations 

are on track for installation. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



borough 

Continue education 

programmes to reduce 

levels 

of graffiti and combat 

environmental crime by 

removing graffiti, fly 

posting and fly tips within 

two days (one day for 

racist and offensive 

graffiti). 

25.1 A borough with 

improving health, 

Introduce a helping hand 

service (gardening and 

housing and social care shopping) through Age 

Concern as an extension 

of the handy person 

service. 

25.2 A borough with Introduce a helping hand 

improving health, service (gardening and 




service. 

25.3 A borough with Introduce a helping hand 

improving health, service (gardening and 




service. 

26 A borough with Complete 105 disabled 

improving health, facilities grants 

housing and social care prioritising older people 

leaving hospital. 

PB KS Graffiti - joint initiatives with 

Community Safety and Police - 

a) Implement agreed action 

plan. 

b) Education campaigns in 

schools and with traders. 

c) Enforcement = action 

against those arrested and 

tests for sales of underage 

spray paints. 

d) Regular meetings to review 

progress. 

JM JD Helping hand service 

introduced 

JM JD 2. Proposals presented to the Leader for 

consideration/endorsement 

b) 7/06 

c) ongoing 

b) yes for 

traders 

1/07 update - 

B) Education campaigns 

with Traders carried out - 

covered storage of spray 

paints plus test purchases 

for underage sales. 

Assemblies in schools on 

graffiti (as part of the Safer 

Estates Programme) start 

in 11/06. "Art for Sale" 

programme commenced in 

Brookside Youth Centre in 

9/06 working with Police 

and Youth Service. 

C) Further prosecutions 

have been carried out with 

the SNT for graffiti 

D) Regular graffiti meetings 

1. Proposals agreed with Age Concern 1. 30/04/06 Yes Completed. Proposals 

agreed with Age Concern. 

2. 30/06/06 Yes Proposals submitted to the 

Leader for consideration. 

JM JD 3. Service starts 3. 01/10/06 Yes Completed. Services 

started. 

JM JM Deliver quarterly targets. 1. Quarterly targets: 

Q1-26 

Q2-26 

Q3-26 

Q4-27 

1. 31/03/07 Yes for Q2 Analysis of performance for 

the period ending 31 

December 2006 shows we 

are on track to exceed the 

target by 31/03/07 - 107 

disabled facilities grants 

completed in the period 

di 31 D b 2006 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 




Establish a support group 

for carers looking after 

housing and social care people with chronic 

diseases. 



Establish a support group 

for carers looking after 

housing and social care people with chronic 

diseases. 

JM JD Establish a support group. 1. Discuss / agree with carers forum who 

will lead and co-ordinate the support 

group 

JM JD 2. Hold initial meeting and agree future 

format of meetings. 

1.30/09/06 No Discussions have taken 

place with carers 

organisations about the 

best ways to support 

carers. Hillingdon Carers 

have agreed to support a 

drop-in facility in Uxbridge 

to support carers. 

2. 31/12/06 No Completed. First drop-in 

session held in quarter 3. 

28 A borough with 


housing and social care Explore new ways of 

engaging with harder to 

reach groups to identify 

needs. 

29 A borough with Respond to critical 

improving health, referrals within 24 hours 

housing and social care and 

undertake the critical 

assessment process within 

28 days. 

30.1 A borough with Develop a strategy for day 

improving health, care which identifies 

housing and social care innovative and creative 

ways to increase 

independence and choice 

for service users by 

providing more flexible and 

responsive services 

to meet needs. 

JM JD Research needs of harder to 

reach groups in the 

community. 

JM PS Achieve a target of 88% of 1. Qrtly targets: 

assessments completed within Q1: 88% 

28 days 

Q2: 88% 

Q3: 88% 

Q4: 88% 

JM PS Develop and agree a strategy 

for day care. 

1. Undertake research into the needs of 

harder to reach groups in the community. 

1. 31/10/06 1. No Completed. Civics Trust 

research of the needs of 

people with a disability 

across a range of age 

groups has been 

completed. 

1. Draft day care strategy for 

consultation. 

1. 31/03/07 Yes for Q2 Analysis of weekly 

performance shows some 

slippage to the end of Dec 

2006. An action plan is in 

place to address key 

issues. We expect to 

achieve the target set for 

the year. 

1. 30/06/06 Yes Completed - draft strategy 

for consultation in place. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 






















Explore ways to promote 

healthy eating for 

housing and social care older people. 



Continue to use grants to 

enable vulnerable 

housing and social care people in private sector 

accommodation to 

live independently. 

33 A borough with Introduce our new 

improving health, Affordable Housing 

housing and social care planning document. 

JM PS 2. Consult with the Older People's 

Assembly and FORCE group. 

JM PS 3. Finalise strategy and agree with 

Cabinet. 

JM 

PS 

Work closely with Age concern to ensure 

Develop strategy and outcome day services promote healthy eating. 

delivery plans for that 

maximises the potential for 

day care services as health 

promoting resources 

JM JM Deliver quarterly targets for 

private sector renewal grants 

for a budget of £750k. 

JM JM New affordable housing 

supplementary planning 

document supported by 

Cabinet and adopted by 

Council. 

1. Quarterly targets: 

Q1-£187.5k 

Q2-£187.5k 

Q3-£187.5k 

Q4-£187.5k 

1. Affordable housing supplementary 

housing planning document approved 

and in operation from 1 April 2006. 

2. 30/09/06 No Completed. Consultation 

with users and carers 

completed. 

3. 31/03/07 No On track. The findings from 

user and carer consultation 

are being used to inform 

the day care strategy. 

1. 31/03/07 1. No On track, subject to funding 

approval - work in progress 

with Age Concern, Healthy 

Hillingdon and Day 

Services. 

1. 31/03/07 Yes for Q1 

and Q2 

On track. Quarter 1, 2 and 

3 expenditure equals 

£584,283. 

1. 01/04/06 Yes Completed. Affordable 

housing supplementary 

planning document 

supported by Cabinet 

meeting held on 9 March 

2006. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


34 A prosperous borough Review the appointment of 

council contractors 

and encourage smaller 

businesses to trade with 

the council. 

35 A prosperous borough Support the “meet the 

buyers“ programme 

to ensure local businesses 

are able to maximise 

the opportunities the 

programme offers to 

local businesses. 

36 A prosperous borough Establish, affordable work 

studios, with 

supported management for 

self-employed young 

people (incubator units). 

CN AM 1. Develop a process that 

enables small business to 

apply to the Council for 

business/contract 


2. Use existing forums to 

encourage small businesses 

to apply to Council for 

inclusion. 

3. Strengthen the links with 

the Chamber and Small 

Businesses in LBH through 

enhancing communication (via 

web site links to key contracts 

and meetings). 

HD NC Provide management support 

at monthly meetings. 

Attend training and action 

'Meet the Buyer' event. 

HD NC Bid evaluated and approved 

by LDA. 

Agreement with partners on 

processes. 

Tender process to staff. 

Sept06 to 

Oct 06 

Oct 06 

Nov 06 

Aug 06 

Aug 06 

Nov 06 

1. Reviewed options and 

selected Construction line 

as accreditation process. 

2.Process mapped 

procedures. 

3. Developed database for 

select lists which is 

customised for LBH. 

4. Selected DueNorth 

package for tender 

management. 

5. AM now attending 

Chamber of Commerce 

meeting. 

6. Additional meeting in 

April with chamber of 

Meet the Buyer' 06 

programme agreed. 

Successful event held 

22/23 Nov. Over 70 buyers 

and 300 suppliers 

attended. Initial outcomes 

in terms of business gained 

will be available in March 

07. 

LDA confirmed £750k 

awarded for project. 

Further £45k committed by 

Hillingdon Community 

Trust. Project team fully 

committed to delivery both 

Mellow Lane and Hayes 

College. 

Month 9: Planning 

application for Mellow Lane 

submitted 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


37 A prosperous borough Maintain or improve upon 

Uxbridge’s position as 

London’s 9th best 

shopping centre. 

HD BM Delivery of Uxbridge Initiative 

town centre management 

programme to promote 

Uxbridge as a shopping 

destination 

Ongoing 

Uxbridge Initiative business 

plan for 2006-09 

established and circulated 

to 500 businesses. 

Partnership work on track. 

Uxbridge strategic plan 

2006-2016 circulated to 

partners and consultation 

extended to end January at 

partner's request and will 

be part of the Uxbridge 

town guide in 2007. 

Mall Pavilions made a 

presentation to the 

Uxbridge Initiative that 

showed considerable 

scope for reinvestment and 

upgrading of this asset, 

providing that contingent 

requirements can be 

satisfied. 

38 A prosperous borough Arrange a training 

programme for hotels and 

the construction industries 

to address their 

future employment and 

skills requirements. 

HD NC Evaluate success of 

programmes. 

Pursue additional S106 funds. 

Develop construction training 

programme. 

Oct 06 

On going 

Nov 06 

Two hotel training 

programmes in operation - 

end March 07. 

Construction training 

opportunities under 

consideration. 

Uxbridge College drafted 

proposals for new training 

scheme. CTI training now 

being prepared. 

Funding for construction 

training opportunities now 

confirmed. In-depth 

discussions with Uxbridge 

College on delivery 

timetable in January. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


39 A prosperous borough Work with partners to 

progress improvements to 

Hayes Station. 

HD NC Evaluated study/agree future 

actions. 

Aug-06 

Detailed scheme prepared. 

Partners engaged. Project 

team established. Project 

to be completed by Feb 08. 

Discussions with BAA to 

agree on lead organisation. 

Month 8: Cabinet member 

briefed. Issues regarding 

funding being resolved. 

Reported to January 

Cabinet. Planning 

application being prepared 

40 A prosperous borough 

Through the Hayes, 

Heston, Southall training 

programme provide 

training for 100 young 

people not currently 

engaged in education 

or employment. 

HD NC Support management sub 

groups for specific projects. 

Attend bi-monthly meetings. 

Routes to work programme 

now firmly established and 

meeting targets and 

aspirations. Consideration 

now being given to how 

Heathrow City can develop 

programme dedicated to 

supporting single parents. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 


41 A prosperous borough Progress the southern 

area action plan and 

promote economic growth. 

JP JR/ID 1) Submission to the 

Secretary of State. 

2) Public consultation 

3) Examination in public. 

4) Adoption 

Update - Revised Core Strategy 1) now 3/07 

Preferred Options to Cabinet 30/11/06 for 2) now 4/07 

consultation. 

3) Awaiting 

Consultation between 12/06 and 1/07. date for 

Formal submission approval to Full Planning 

Council 3/07 

Inspectorat 

e 

4) To follow 

on from 3 

above 

1/07 update - now on track - 

A revised timetable for the 

Local Development 

Framework (LDF) was 

agreed by Cabinet on 

19/10/06, target dates 

redrawn following Cabinet 

consideration - now 

working to a new timetable 

following advice from 

DCLG. The timetable for 

formal submission now 

revised to take account of 

additional scrutiny by the 

DCLG and Regional 

Offices of LDF documents 

for all Local Authorities in 

England. 

42 A borough where 

opportunities are open 

to all 

Provide four mini health 

fairs in libraries in areas 

of deprivation across the 

borough. 

CS PS(AK) Provide health information in 

libraries through planned 

participatory events 

1) Identify in current planning target 

branches to work in. 

2) Progress plans with key partners to 

identify activities related to: Older 

People, Refugee and asylum seekers, 

Families and Under 5's. 

3) Hold an agreed event in 4 identified 

libraries. 

4) Evaluate the learning and disseminate 

to key library staff. 

1) Oct 06 

2) Oct 06 

3) One 

event by 

July 06 

Yeading, 

one event 

by Dec 06 

and two 

events by 

Mar 07 

4) Mar 07 

Yes for Q3 On Track - tasks 1-3 

delivered to the plan set. 

In terms of task 4 - positive 

evaluation recognised as 

good practice by London 

Libraries Development 

Agency. 



to all 

Install 400 home insulation 

measures for people 

aged over 60 or on low 

incomes. 

JM JM Deliver quarterly targets. 1. Quarterly targets: 

Q1-60 

Q2-60 

Q3-140 

Q4-140 

1. 31/03/07 Yes for Q3 The London Borough of 

Hillingdon has received 

additional funding in 

2006/07 from the London 

Housing Board for home 

insulation measures. At 

the end of quarter 3, we 

have exceeded the target 

of 400 home insulation 

measures for the year as a 

result of our programme 

'Heat Streets' phase 2. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 




to all 

Work towards level 3 of 

the equality standard 

for local government. 

HD SG Need to identify Equality PIs 

Establish data and collection 

and monitoring information 

Ensure equality integrated in 

business planning 

Pay review 

Local labour market studies 

Mar-06 

Service level equality 

groups developed workplan 

for ESfLG. Impact 

assessments are being 

carried out. Work underway 

with Capital Ambition to 

evaluate progress of 

ESfLG. West London 

Equality Network 

developed as peer 

evaluators. Council 

still on track to meet old 

level 3 by Mar 07 

Service areas revisiting 

equality assessments 

Equal pay review scoped 

Data cleansing exercise 

planned for Jan 07 

45.1 A borough where 


to all 

Widen representation on 

the council’s forums for 

older people and disabled 

people to include 

people in residential 

homes/nursing home care 

and the housebound and 

increase the 

involvement of older 

people from black minority 

ethic groups in the older 

people’s assembly. 

45.2 A borough where Widen representation on 

opportunities are open the council’s forums for 

to all older people and disabled 



to all 

Create a third customer 

forum for Planning 

and Transportation. 

JM JD Establish new ways to widen 1. Consult with older people in residential 

representation on the council's and nursing care and the housebound, 

forums for older people and and the FORCE group. 

people with disabilities. 

JM JD 2. Establish agreed ways to widen 

representation. 

JP GE There are 4 already in place - 

Residents, Conservation, 

Mobility and also Agents 

Panel. Target is to create 5th - 

Major Developments Forum. 

We will identify and invite 

possible participants with 

target to start the panel in 

12/06. 

1. 31/01/07 Yes for Q3 On track. Consultation 

underway by Hillingdon 

Association of Voluntary 

Services (HAVS) and 

London Borough of 

Hillingdon, including 

residents living in 

nursing/residential care. 

Consultation has taken 

place with people living in 

residential and nursing 

home care. A paper based 

and web-based mechanism 

2. 31/03/07 No On track. Will be delivered 

once consultations 

complete. 

31-Dec-06 Yes 1/07 update - 5th Panel 

now established - Major 

Applications Access Forum 

- set up 11/06 and 

meetings have been held. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 




to all 

Through arts, leisure and 

libraries provide 

a programme of new 

opportunities for 

older people. 

CS 

SBG 

ES/JM 

1) Deliver action plan for expanding 

range of opportunities for older people. 

2) Continue to deliver gentle dance and 

exercise classes once a week for the 

over 50s at the Compass Theatre. 

1) Sep 06 

2) Ongoing 

1) 

Completed 

2) Ongoing 

1) Art classes at Manor Farm 

and Tea Dance Winston 

Churchill Hall held. 

2) 16 dance classes have 

been held this year. Young at 

Heart activity sessions 

introduced at Hayes Pool and 

Hayes Stadium. 1/07 Update - 

LeisureLink scheme to be 

relaunched in January 07 - 

providing improved access to 

leisure activities for older 

people. New publicity 

currently being developed to 

improve awareness of 

activities available to older 

people. 


children and young 

Implement year two of the 

extended 

people are healthy, safe schools strategy. 

and supported. 



Increase the participation 

by children and young 

people are healthy, safe people in sport, leisure 

and supported. and cultural activities. 

49a 

A borough where Increase the participation 

children and young by children and young 

people are healthy, safe people in sport, leisure 

and supported. and cultural activities. 

CS CS 1) Implement Extended 

schools Strategy Action Plan 

for Year2 Standards Fund 

2) Allocate funding to new 

collaboratives 

3) allocate funding from Sure 

Start general Budget to 

Central co-ordination and 

existing, new and future 

collaboratives 

CS RT/CS 1) 75% of 5 -16 yr olds 

involved in School Sports 

Partnerships 

2) 5% increase in issues and 

visits to libraries overall 

3) More than 10% Primary 

Schools and 20% of 

secondary schools achieving 

ArtsMark status 

CS RT/CS More than 10% Primary 

Schools and 20% of 

secondary schools achieving 

ArtsMark status 

1) Ongoing 

2) Sep 06 

3) Jan 07 

1) Apr 07 

2) Apr 07 

Apr-07 

1) 

Completed 

2) 

Completed 

3) On 

Track 

Extended School Strategy 

in Place 

Currently 6 out of the target 

of 9 collaboratives in place. 

Progressing well 

1. School Sports Partnership 

to be rolled out to all schools 

in Sept 06 - target met for 

2006/007 

2. Issues are on track, visits to 

libraries are currently -2.5% 

but a promotional campaign is 

under way to address this. 

The SIS, Art Service and 

Youth Service are meeting to 

progress this action with the 

schools. 

Needs to be addressed 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 




Establish further local 

neighbourhood youth 

people are healthy, safe projects in partnership with 

and supported. the voluntary sector. 



Ensure that 50% of 

schools are involved in 

people are healthy, safe school activity to meet 

and supported. national standards in 

personal, social and health 

education, emotional 

health and well being, 

healthy eating and 

physical activity. 

CS RT 1) Expand youth provision in 

partnership with the voluntary and 

community sector. 

2) Support the provision of youth 

services as part of a network of 

local provision 

CS CS Put in place a strategy and 

required support for schools to 

meet targets relating to 

numbers of schools achieving 

and working towards National 

Healthy School Status. 

1) Complete premises preparation at three 

neighbourhood projects. 

2) Recruit teams to deliver services from three 

locations. 

3) Negotiate and implement partnership 

agreements and commence services. 

1) Categorise and Prioritise all schools to 

ensure that HS targets are met 

2) Prioritise support to identified schools 

within each area: PSHE, Emotional 

Health and Wellbeing, Physical Activity 

and Healthy Eating, so that 38 schools 

achieve Healthy School 

1) Oct '06 

2) Oct '06 

3) Nov '06 

1) Apr 07 

2) Jul 07 

3) Dec 06 

4) Ongoing 

5) Mar 08 

2 of 3 1) Premises preparation 

complete complete in 2 of three 

Staff. venues. 

successfull 2) Northwood Youth Centre 

y recruited. launch on 25th July with 

Partnership partnership agreement in 

agreement place 

s in place 3) South Ruislip Young 

with People's Project scheduled 

operating to be launched in February 

services. '07. 

4) Local services further 

enhanced through Youth 

Opportunity Fund 

allocations. 

1. On 

Target 

2. On 

Target 

Over 50% of schools are at 

the foundation level of the 

Healthy Hillingdon School 

Scheme 



Commence work on 

establishing a children’s 

people are healthy, safe trust. 


CS CS Commence discussions 

through the CYPSPB on the 

formation of the Children's 

Trust to consider which 

Service will be inside the Trust 

1) First Meeting of the CYPSPB to 

discuss the Trust Aug 06 

Ongoing On Target On Track 

Consultation with staff and 

partners completed and 

progressing well to a 

children's trust in April 07. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 




A further three extended 

school collaboratives 

people are healthy, safe and three children centres 

and supported. established. 

CS RT 1) further 4 CC established 

2) further three extended school 

collaboratives in place 

1) Sep 06 

2) Apr 07 

1) Delay in 1) Delay in going to cabinet 

going to due to further requests for 

cabinet due information. However not 

to further expected to impact on the 

requests establishment of the three 

for children's centre. Children 

information. Centres Paper to go to 

2) Cabinet in January. 

Completed 2) Extended School 

Strategy in place, currently 

6 out of the target of 9 

collaboratives in place. 



Reduce the number of 

local newly looked 

people are healthy, safe after children. 


JM CB Numbers of newly looked after Second CAST established 

children reduced by CAST and 

continued operation of MAST. 

31/10/2006 No, see 

comments 

Reduction in numbers of 

local LAC already 

achieved. Preparations for 

a second CAST underway 

and will support continued 

reduction, recruitment 

underway, 

55 Achieving value for 

money 

Deliver the Hillingdon 

Improvement 

Programme financial 

savings as set out in the 

financial forecast. 

HD BM Reports to HIP Steering Group 

monthly on financial and 

headroom savings 

Mar-07 HIP financial savings 06/07 

agreed by Steering Group. 

Most headroom savings 

confirmed as at July 06. 

Budget Recovery Savings 

have identified of almost 

£2m contribution to BPR 

target. 

Transitional arrangements 

to be confirmed at Jan 07 

Steering Group meeting to 

initiate new HIP/R2E 

programme. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



money 

Deliver £8.5m of budget 

savings of which 

£7.2m are efficiency 

savings as set out in our 

annual efficiency 

statement by, for example, 

supporting more older 

people to remain in 

their own homes. 

CN PWh Develop and implement a 

recovery plan to deliver the 

savings required to balance 

the budget in 2006/7 

Mar-07 In progress Original requirements to 

deliver the MTFF savings 

overtaken by need to 

develop recovery plan to 

deal with DfES asylum 

pressure. £13.7m recovery 

plan now agreed and in the 

process of being 

implemented. Latest 

monitoring in month 8 

shows an underspend. 


money 


money 

58.1 Achieving value for 

money 

Implement the 

commissioning strategy for 

placements for looked 

after children by, for 

example, recruiting, 

retaining and developing 

inhouse 

foster parents to reduce 

the costs of 

purchasing from the 

independent sector. 

Move towards improving 

the use of resources 

score in the CPA under 

value for money from 

3 to 4. 

Move towards improving 

the use of resources 

score in the CPA under 

value for money from 

3 to 4. 

JM CB Implement commissioning 

strategy. 

CN PWh Maintain score of 3 out of 4 in 

2006 despite challenges the 

DfES asylum funding issue 

poses to the Use of 

Resources score 

CN PWh Plan and implement 

improvement work to plug the 

remaining gaps to get an 

overall score of 4. 

1. Review use of in-house foster carers 1. 30/09/06 

to ensure value for money, effectiveness. 2. 31/03/07 

2. Increase the number of in-house foster 

care placements by 20 

1. Yes 

2. On 

target 

1. Completed review of inhouse 

foster care resource. 

2. On track - ongoing 

recruitment campaigns 

underway for foster carers. 

Action plan is underdevelopment, 

to be 

informed by recently 

completed CSCI fostering 

inspection. 

Nov-06 Completed Score of 3 out of 4 

achieved 

2008 In progress Self assessment has 

highlighted gaps that 

remain. Service plans for 

2007/8 and 2008/9 will 

address these gaps. 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 



money 

Improve our approach to 

community feedback 

and participation in service 

improvements. 

HD BM Develop a joint working 

approach with police through 

safer neighbourhood teams. 

22 Ward Panels 

22 Environmental Visual Audits (EVAs) 

Mar-07 

3 JAG 

9 EVAs 

8 Ward 

Panels 

3 co-ordinators recruited. 

Programme of EVAs in 

place. 

Supporting police and 

acting as a conduit to 

council for Ward Panels 

Ruislip, Eastcote and 

Northwood to be launched. 

Continuing to participate in 

Ward Panels and street 

champions launched 

60 Strengthening planning 

and performance 



Successfully complete 

negotiations on a third 

generation Local Area 

Agreement with the 

Government. 

Review and refresh the 

Hillingdon Improvement 

Programme to ensure 

maximum efficiency 

HD PW June 06: Informal submission 

of targets to GOL 

Sept 06: 1st formal 

submission of targets to GOL 

Feb 07: LAAs agreed. 

HD BM Procure consultation support. 

Final tenders due 21 July 

2006. 

Officer evaluation to be 

completed end of July 2006. 

June 06 

Sept 06 

Feb 07 

Oct-06 

2nd Draft Submission 

delivered to GOL on 30th 

November. GOL feedback 

awaited in order to finalise 

stretch targets for final 

submission date of 26 Jan 

December Cabinet tender 

appointment made. HIP 

review completed. 

Arrangements for HIP/R2E 

effective from Jan 07 





Ensure that the council is 

making better use of 

customer feedback, 

consultation and local 

information to improve 

local services. 

Deliver at least 85% of the 

targets in the 2006/07 

capital programme, on 

time, to quality and 

within budget. 

HD SK Map and audit process. 

Produce Action Plan 

Implement Action Plan 

CN JJ Ensure all of programme has 

PID. Monitor progress through 

Project Boards and quarterly 

capital monitoring reports 

Jun 06 

Sept 06 

Mar 07 

Mar-07 

Work is progressing on the 

first draft of the 

consultation strategy which 

will be presented to the ICB 

on 18 Jan 07. 'Have your 

say' website to be 

launched in Jan 07. 

In progress All programme has a PID in 

place. Second quarter 

report showed some 

slippage but this being 

mainly due to rephasing of 

large projects (HHF, Hayes 

Stadium). 








Corporate 

Director to 

end Sept 

Lead 

Officer 


Dates 

Key Actions 

Completed 




65 Building a culture for 

success 


success 

80% of performance 

indicator targets set out in 

the council plan achieved 

or exceeded. 

Ensure we have a 

balanced workforce to 

deliver the council’s 

priorities. 

Continue to deliver the ten 

year workforce strategy by 

implementing the 2006/07 

workforce plan. 

HD BM Operation of Performance 

Management Framework 

HD RH/SG Achieve level 3 of the equality 

standard 

for local government. 

HD RH Project Plan set out and 

agreed. 

Quarterly Performance Review 06/07 Mar-07 Progress against targets 

for those PI's that can be 

maintained quarterly. 

Although currently off track 

Directors forcasts for end 

year and inclusive of 

annual PIs expected to 

lead to significant 

improvement 

Q1 68% of PIs meet 

targets 

Q2 58% of PIs meet 

targets 

Workforce report written Mar-07 Change made in 

requirements for level 3, 

but internal work still 

proceeding to plan 

As set out in Project Plan On-going On target 


success 


success 

Develop an action plan 

from the results of the 

2006 staff survey. 

Continue to develop our 

recruitment and 

retention strategy. 

HD RH Implement plan Complete plan and evaluate survey Mar-07 In progress 

HD RH Review current recruitment 

and retention arrangements 

and existing workplan 

Oct-06 

On target 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Green - 

completed 






Task 

Completed/O 

n Track 

Green - 

completed 

Green - 

completed 

Green - 

completed 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - On 

track 






Task 

Completed/O 

n Track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - 

completed 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - 

completed 

Green - 

completed 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - 

completed 

Green - 

completed 

Green - 

completed 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - 

completed 

Green - on 

track 

Green - 

completed 

Green - on 

track 

Green - 

completed 






Task 

Completed/O 

n Track 

Green - 

completed 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Green - 

completed 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Green - 

completed 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Amber - 

some 

slippage 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - 

completed 

Green - on 

track 






Task 

Completed/O 

n Track 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Amber - 

some 

slippage 






Task 

Completed/O 

n Track 

Amber - 

some 

slippage 

Green - on 

track 

Green - on 

track 

Green - on 

track 

Green - on 

track 





Last Amended 15 January 2007 

Community Strategy - Council Lead 

Appendix B 

Ref 

No. 

1 

Key Objective Task Corporate 

Director 

A borough of learning 

and culture 


and culture 

Ensure 60 further voluntary and 

community organisations benefit 

from training, capacity building and 

quality assurance support. 

Individual service standards 

published for leisure, arts and library 

services 

Lead 

Officer 

Key Actions Sub Key Actions (if appropriate) Target 

Dates 

Key 

Actions 

Completed 

? 

CS GS 1) 

Completed 

2) On target 

JP 

ES/JM 

SBG 

NM 

1) Library: Document written, 

approved and published 

2) Arts: Document written, 


3) Leisure: Document written, 


1) Nov 06 

2) Nov 06 

3) Sep 06 

On Target 


35 voluntary and community 

organisations trained or 

involved in capacity building 

1/07 update - Leisure 

standards have been reviewed 

and printed, with Arts standard 

to be completed by March 07. 

Library Standards public 

consultation was completed 

end of November 06. 

Task 

Completed 

?/On Track 

Green - On 

Track 

Green - 

On Track 

2 

3 

4 

5 


and culture 


and culture 


and culture 

Deliver three seasonal crossservice 

‘Your choice’ programmes 

to provide increased choice and 

opportunity for individual people and 

families to participate in active 

lifestyles. 

In partnership with community 

organisations and schools, plan 

and deliver the 2006 Black 

History Month programme. 

Develop the Hillingdon pilot 

‘Welcome to your library ‘ project 

to engage with and support 

refugees and asylum seekers in 

partnership with Healthy 

Hillingdon and four other London 

boroughs. 

JP 

ES/JM 

SBG 

NM 

Opportunities for Healthy 

Lifestyles promoted in line with 

Community Strategy. 

Cultural Strategy objectives 

achieved. 

JP JM Plan and deliver the BHM 

programme in October 

JP ES/JM Project Plan agreed and in 

place 

3 sets of Publicity produced Jul 06 

Nov 06 

Jan 07 

1) programme confirmed and 

agreed 

2) Publicity agreed and distributed 

3) Programme of events delivered 

4) review meeting 

1) Plan Project 

2) Launch Event 

3) Yeading School Refugee Week 

4) Tamil group link to library 

developed 

5) Membership Review 

1) July 

2006 

2) 31 

August 

2006 

3) End Oct 

06 

4) Nov 06 

1) Jun 06 

2) Jul 06 

3) Jun 06 

4) 

5) Oct 06 

Completed 

1) 

Completed 

2) 

Completed 

3) 

Completed 

4) now 2/07 

1) 

Completed. 

2) Delayed. 

3) 

Completed 

4) 

Completed. 

5) Forward 

Plan for 

April 

1/07 update - November 

leaflet not published. Final 

leaflet being prepared for 

distribution in 2/07. 

Green - On 

Track 

1/07 update - BHM 

Green - On 

programme delivered. Review Track 

meeting now planned for 2/07. 

1/07 Update - On track other Green - On 

than launch event - now being Track 

considered as celebration 

event for Feb 07. Membership 

Review on Forward Plan for 

April 07. 

ITEM 06 council plan appendices.xls 24



Appendix B 

6 

7 

8 

9 

10 

11 


and culture 


and culture 


and culture 


and culture 


and culture 


and culture 

Increase the information about 

cultural services and events and 

activities through targeted 

promotion and publicity. 

Three seasonal campaigns 

promoting libraries, arts, leisure 

and sports delivered. 

Increase visits to libraries by 5% 

to 1,624,899. 

Increase the number of items 

borrowed from libraries by 5% 

(1,596,148). 

3,000 children make four visits 

to libraries as part of the 

Summer Reading Challenge. 

Through the Bookstart outreach 

campaign 5,200 under 3s and 

their families are contacted, 

enjoy stories and are 

encouraged to join the library. 

JP 

TLD 

SBG 

GE 

1) Produce 3 x Compass 

What's On. 

2) A monthly children's' 

programme at Compass. 

3) 4 'Cool Cats' newsletters. 

4) 4 Volunteer Newsletters. 

5) Atrium and Cow Byre Gallery 

What's On. 

6) BigFest programme. 

7) Quarterly Manor Farm 

Heritage Project Newsletter. 

1) 

All 

Apr/AugDe progressing 

c. 

on target 

2) Monthly 

3) 

Jun/Sep/De 

c 06 & Mar 

07 

4) Apr/Jul 

Oct/Jan 

5) Jan 07 

6) Sep 06 

7) Qtly 

1/07 Update - Items 1 to 6 are 

on track with all promotions 

progressing to timescales. 

Item 7 - latest quarterly 

newsletter will appear in 2/07 

to allow for update on 

Contractor starting on site. 

JP ES Deliver 3 seasonal campaigns tba 1/07 update - discussions to 

be held with CSMT and 

Corporate Communications 

JP ES/JM Improved opening hours. 

Continue refurbishment 

programme in libraries 

JP ES/JM Improved opening hours. 

Continue refurbishment 

programme in libraries 

JP ES/JM Deliver Reading Challenge and 

meet the target of 3000 children 

reaching 4th visit 

JP ES/JM Deliver 3 Bookstart schemes 

and implement Treasure Chest 

in libraries 

1) Hold launch of Treasure Chest 

2) Promote through playgroups and 

nurseries 

Mar-07 On Target 1/07 Update - Promotional 

campaigns planned for Jan to 

March 07to achieve target 

which at the 9 month point 

stands at -2.5% 

Mar-07 On Target 1/07 Update - Promotional 

campaigns planned for Jan to 

March 07 to achieve target 

which at the 9 month point 

matches last year. 

Sep-06 Completed 3 yr PSA target of 5293 was 

exceeded. Over 8458 children 

made 4 visits. 

1) May 

2006 

2) From 

Sep 06 

Green - On 

Track 

Green - On 

Track 

Amber - 

some 

slippage 

Green - 

On Track 

Green - 

Completed 

1) 

1/07 update - 1) Successful Green - On 

Completed 

2) On target 

launch end of May. Distribution Track 

being monitored. 

2) Nurseries and clinics 

visited, publicity distributed, 

advert in Sunshine magazine, 

national publicity campaign 

under way. 




Appendix B 

12 

13 

14 


and culture 


and culture 


and culture 


and culture 

Increase the attendance at arts 

facilities and arts events by 4% 

(to 395,200). 

Introduce in-house promoted 

events for older people as part 

of the Manor Farm summer 

programme. 

Introduce volunteering 

opportunities for older people 

within the Manor Farm summer 

programme. 

Within the BigFest Street Arts 

Festival continue the 

development of work on 

educational street arts 

workshops, performance based, 

led by professional artists that 

involve the community in a largescale 

event. 

JP SBG BigFest, Manor Farm Summer 

Programme, Medieval Festival, 

Compass, Cow Byre and 

Atrium, Winston Churchill Hall, 

Manor Farm Site, Beck Theatre, 

Southlands and beneficiaries of 

grant aid. 

JP GE Run 3 art workshops for over 

50's 

Medieval On target 

festival and 

summer 

programme 

figures 

recorded 

end Sep, 

BigFest 

Oct. All 

other year 

end. 

1/07 update - Medieval 

Festival Attendance 5073 

BigFest attendance 30,000 

Sep-06 Completed 2 art workshops held, 3rd 

cancelled as there were no 

bookings 

JP GE Aug/Sep 06 Completed Significant number of older 

people volunteered for the 

Medieval Festival. The 

programme will be expanded 

further in 2007/08. 

JP SBG 1) Preliminary discussions with 

Emergency Exit Arts and 

Nutkhut. 

2) Bid to The Big Lottery - 

Reaching Communities 

programme. 

1) Jun/Jul 

2) Jul 

Completed 

Green - On 

Track 

Green - 

Completed 

Green - 

Completed 

1) Preliminary discussions Green - 

held with Emergency Exit Completed 

Arts and Nutkhut. 

2) Bid submitted to The Big 

Lottery - Reaching 

Communities programme in 

partnership with 'Western 

Wedge' festival strand 

15 

16 

17 

18 


and culture 


and culture 


and culture 

Open new athletics facility at 

Hillingdon House Farm. 

Start construction of Hillingdon 

House Farm Lido and Leisure 

Centre 

Progress design work for new 

leisure facilities in Hayes, 

including swimming pool, sports 

hall, fitness zone and library 

JP MB New Athletics facility Opened by 

The Queen 

Sports Development to organise 

interschool Athletics Event as part 

of the opening 

May-06 

Delivered 

on 19th 

May 

8 primary schools and 7 

secondary schools took 

part 

CN Jan-07 On target Currently reviewing tender 

price with design team and 

contractors. 

JP MB Implement Hayes Leisure 

Complex plan 

Architects and Quantity Surveyors Oct-06 

Appointed. Feasibility Designs 

Prepared. Stakeholders consulted ie 

Leisure Service, Library Service, 

One Stop Shop. Planning Authority 

consulted for preapplication advice 

and screening requested for EIA. 

Completed 

Undertaken 

and 

consultation 

s taking 

place 

1/07 update - Stage D design 

completed and planning 

application submitted. 

Green - 

Completed 

Green - On 

Track 

Green - On 

Track 




Appendix B 


and culture 

Increase the visits to leisure 

facilities centres to 750,000 

visits per year. 

JP NM Apr-07 On target 1/07 update - On track up to 

November 2006 usage shows 

an overall increase of 12,478 

or 2.4% compared to last year. 

However a decision taken 

during year to transfer 

Northwood SC management 

to school from 1/07 may 

mean we fall just short as their 

attendance figures for the last 

quarter should be deducted 

from the overall target. Not 

possible to predict this when 

the target was set. 

Green - On 

Track 

19 

20 

21 

22 

25 


and culture 


and culture 


and culture 


and culture 

Deliver a further increase in 

fitness sessions for children and 

young people at Highgrove and 

Queensmead, and programme 

of ‘women only’ swim sessions. 

Implement the year 1 action plan 

of the sport and physical activity 

strategy. 

Progress the ‘Heritage builds 

bridges’ project in partnership 

with Brunel University and the 

British and Foreign Schools 

Society and achieve 90% of 

archives added to the online 

catalogue with digitisation of 

parts of the collections. Establish 

the ‘Heritage builds bridges’ 

website. 

Develop plans for Bishop 

Ramsay School to bring the 

school on to one site. 

JP NM Apr-07 On target 1/07 update - Junior fitness 

programme has been updated 

and changes to be rolled out 

at other facilities. Additional 

taster sessions now 

programmed at school sites. 

JP MB Strategy being finalised as 

requested by new Cabinet 

Member for Culture Sport & 

Leisure and due to be 

presented to Cabinet in Sept 

06. 

JP ES/JM 1. Website to promote the project 

2. Catalogue archive collections 

3.Catalogue photographs 

4.Digitise photographs and 

artefacts 

5. Complete cataloguing museum 

collection 

6. Design project website 

CS DT 1) Engage consultants 

2) Obtain Planning permission 

Action Plan being drawn up to fit the 

revised time frame 

Mar-07 On target 1/07 update - Draft strategy 

has been revised and is 

currently being reviewed by 

Directorate followed by 

Cabinet Member. A full 

programme of sports 

development activities 

continues nevertheless. 

1. July 06 

2 Mar 07 

3 Mar 07 

4.Mar 07 

5 Nov 06 

6. Mar 07 

1) Jul 06 

2) Mar 07 

1) Yes 1/07 update - Web-site now 

live (17 October) 

All other targets on track. 

Original estimate of materials 

to be catalogued and digitised 

revised upwards. Project will 

deliver requirements of the 

Heritage Lottery bid. 

On target 

Project managed by school. 

Planning application under 

consideration 

Green - On 

Track 

Green - On 

Track 

Green - 

On Track 

Green - On 

Track 




Appendix B 

26 

27 

28 

29 

31 

33 

34 


and culture 

A safe borough 






Develop plans for the provision 

of new teaching block and 

refurbishment of existing 

accommodation at Uxbridge 

High School. 

Implement the local multi-agency 

anti-social behaviour strategy. 

Maintain 72 hour standard for 

removal of abandoned vehicles. 

Run a theatre presentation to 

raise awareness of home 

security for older people. 

Run annual publicity campaigns 

to raise public awareness of 

domestic violence and racial 

harassment, including a White 

Ribbon Day. 

Implement the local multi-agency 

racial harassment strategy 

conference to engage 

practitioners in domestic 

violence issues. 

Support the development of the 

Lesbian, Gay, Bisexual and 

Transgender Forum to 

encourage the reporting of 

homophobic crime. 

CS DT 1) Engage consultants 

2) Obtain Planning permission 

3) Let contract 

JP 

DJB/ MH Regular monitoring of ASB 

activity with appropriate 

remedial action 

Incorporate 'Respect' elements into 

local strategy 

PB PP Ensure standard is maintained DUP report monitors on monthly 

basis 

1) Jul 06 

2) Dec 06 

3) mar 07 

1) 

1) Consultants in place 

Completed 2) Planning permission 

2) On target expected to be in April 2007 

as land issues were more 

complicated than expected, 

but high risk of referral to 

Government Office for 

London, which could extend 

the timescales further. 

3) Consequent four month 

delay for letting of Contract 

(July 2007) 

Aug-06 Yes 1/07 update - Community 

Safety are adding more on 

Youth Engagement to 

strengthen the Strategy 

Amber - 

some 

slippage 

Green - 

On Track 

Ongoing Yes 1/07 - Maintaining standard Green - On 

Track 

JP DJB/ MH Hold event at Compass Theatre Jun-06 Yes Completed Green - 

Completed 

JP 

DJB/ MH Organise campaign 

Organise 'White Ribbon Day' 

conference 

JP DJB Set up working group and agree 

terms of reference 

Identify themes and target audience 

Seek national speaker for 

conference 

06-07 prog 

Nov 06 

Yes 

1/07 update - Campaign 

work has taken place and 

Domestic Violence 'White 

Ribbon Day' conference 

held on 24th November 

(theme: Domestic Violence 

and the Criminal Justice 

system). 

Jan '07 Yes 1/07 update - Project 

Initiation doc. and timetable 

agreed. Departments are 

being consulted on the 

implementation of the 

revised strategy. 

JP DJB/ MH Set up steering group March '07 No 1/07 update - relaunch has 

been delayed from 11/06 - 

will relaunch in Spring. 

Steering Group have taken 

on a Consultant to help with 

the launch. 

Green - 

Completed 

Green - 

On Track 

Green - 

On Track 




Appendix B 

35 

38 

39 

40 

41 

42 


A clean and 

attractive borough 

A clean and 


A clean and 


A clean and 


A clean and 


Extend safer routes to school 

from 30 to 45. 

Maintain green flag awards at 

the 3 sites awarded this 

standard in 2005. Review the 

provision of the service for dog 

fouling bins across the borough. 

Install new bins and improve 

specification for emptying as 

required in line with residents’ 

needs. 

Nine site-specific anti-dog 

fouling campaigns run to 

reinforce the message with 

community support. 

Introduce enforcement, 

education and preventative 

strategies in schools to deal with 

graffiti. 

Implement targets for delivering 

greater use of open space for 

recreation, conservation and 

food growth once agreed in 

March 2006. 

Hold four allotment taster 

sessions – two at Highgrove and 

two at Hayes. Hold one five 

week course. 

JP JR Revised target for 06/07 is 55 

schools (57% of total). 

PB MW/CR 1) Green Flags - retain the 

awards during annual judging, 

try for further awards. 

2) Dog fouling - Waste services 

have an ongoing programme of 

installing bins on public 

walkways and parks as need is 

identified by the public or of 

PB MW Sites include - Barra Hall Park, 

Fassnidge Park, Churchfield 

Gardens, Yiewsley Recreation 

Ground, Ruislip Lido, Ruislip 

Woods, Minet Country Park, 

Rockingham Recreation Ground 

and Bourne Farm Open Space. 

PB KS 1) Carry out "Art for Sale" 

project with Police, Youth 

Services and Community safety 

2) Organise and carry out 

campaigns in schools 

1/07 - Parks already covered 

include - Minet Country Park, 

Yiewsley Rec, Cowley Rec, 

FassnidgePark, Hillingdon House 

Farm, Churchfield Gdns, Barra Hall 

Park, The Fairway, Ruislip Lido, and 

Pole Hill Open Space. 

PB MW 1) Carry out survey of Parks 

and Countryside sites to 

establish targets. 

2) Implement actions to achieve 

those targets. 

1) Survey being carried out between 

21st and 29th October 

PB MW Arrange sessions and taster 

course 

01-Mar 

1) 8/06 

2) Ongoing 

1/07 update - On track with 

20 schools producing 

Travel Plans by 3/07 

making a total of 54. 

1) Yes 1/07 update - 1) 3 Green 

Flags retained plus 2 new 

green flags awarded. 

2) Ongoing - 22 new bins 

being installed 10/1/07 

Green - 

On Track 

Green - 

On Track 

30-Nov Yes Anti dog fouling campaigns Green - 

have now been carried out Completed 

at 10 parks by Parks Patrol. 

More walkers are beginning 

to use the bags for waste 

and Bourne Farm will also 

be included in the final 

quarter. 

1) 1)Yes 

30/9/2006 2) Yes 

2) 31/11/06 

1/07 update - 1) Project Green - 

commenced in Brookside Completed 

Youth Centre in 9/06. 

2) Assemblies in schools on 

graffiti have been carried 

out as part of the Safer 

Estates Programme from 

November 06 

01-Sep Yes Survey was carried out 

between 21st and 29th 

October, results analysed 

and follow up actions being 

implemented impacting on 

public's enjoyment of open 

spaces 

1) 9/06 

2) 3/07 

Green - 

Completed 

1) Yes Four taster sessions were Green - 

2) On track held, five week course was completed 

arranged but cancelled due 

to lack of take up. 




Appendix B 

43 

46 

47 

A clean and 


A clean and 


A clean and 


Carry out 6 more capacity 

building projects at green 

spaces throughout the borough 

Implement all transport schemes 

within the 2006/07 borough 

spending plan. 

Invest additional funding to 

improve the condition of the 

borough's non-principal 

classified and unclassified 

roads. 

PB MW 1) Arrange 3 Parks R Cool 

events in parks to promote 

activities. 

2) Encourage formulation of 3 

Management Action Groups - 

parks are - Ruislip Lido, 

Yiewsley Recreation Ground 

and Hayes End Recreation 

Group 

PB JaW 1) Agree list of schemes and 

report to Cabinet Member to 

initiate schemes. 

PB JoW a) Capital moratorium to be 

lifted. B) Capital programme 

approved by relevant Cabinet 

Member. C) programme 

implemented. 

1) 7/06 

2) 03/07 

1) Yes 

2) Yes 

1) Parks R Cool events Green - 

completed in Hillingdon completed 

Court Park, Harefield 

Village Green and Hayes 

End Recreation Ground. 2) 

MAG's have been 

established at Ruislip Lido, 

Yiewsley Rec, and Hayes 

End Rec. 

1) 9/06 1/07 Update - Works 

programme remains on 

track with work 

commissioned for Windmill 

Hill (due on site 1/07) 

Harlington Road (on site 

since 11/06 and largely 

complete) Pinner Road 


Approach, South Ruislip 

(due o site 1/07) Station 

Road, Hayes (due on site 

1/07), Bridle Road (due on 

site 1/07), Ryefield Avenue 

(due on site 2/07), Ruislip 

High Street (on site since 

12/06). The Council has 

also been advised of a 

successful bid for funding 

for local safety schemes in 

2007/08. Separate Council 

funded RSP programme 

also on track. 

a) 6/06 

b) 7/06. 

C) 4/07 

a) yes 

b) yes 

Green - 

On Track 

1/07 update - both schemes Green - On 

are scheduled to be Track 

completed in this financial 

year. However because the 

antiskid surfacing is a high 

specification material highly 

dependent on dry weather 

conditions for successful 

laying, it is possible that not 

all invoices will be paid by 

the deadline 




Appendix B 

48 

50 

51 

53 

A clean and 


A clean and 


A clean and 


A clean and 


Review and redraft Hillingdon’s 

waste strategy in line with 

regional strategy and improve 

website information provided 

Increase the overall recycling 

and composting rate in the 

borough to 30.5%. 

Submit the Local Development 

Framework with Sustainability 

Appraisal to the Government 

Office for London and to seek to 

adopt it for development control 

purposes. 

Take forward the planning 

enforcement action plan and 

protocols published in 2005/06. 

PB CR West London Waste Strategy is 

already in place - our own 

internal strategy draft will be in 

place by 3/07 - will then require 

public consultation and Cabinet 

approval - should be complete 

by 7/07. 

PB CR Monthly monitoring to ensure 

that targets are achieved 

JP JR 1) Submission to the Secretary 

of State. 

2) Public consultation 

3) Examination in public. 

4) Adoption 

JP SB 1) Enforcement processes 

being e-enabled as part of the 

Action Plan 

Update - Revised Core Strategy 

Preferred Options to Cabinet 

30/11/06 for consultation. 

Consultation between 12/06 and 

1/07. 

Formal submission approval to Full 

Council 3/07 

3/07 - draft 

7/07 

approval 

Monthly 

monitoring 

1) now 3/07 

2) now 4/07 

3) Awaiting 

date for 

Planning 

Inspectorat 

e 

4) To follow 

on from 3 

above 

1/07 Update - Work now Green - On 

moving forward via Track 

RESPOC so there could be 

a slight delay to the final 

timetable to take account of 

their recommendations in 

April 07. 

1/07 update - With the Green - On 

introduction of glass Track 

recycling in 12/06 profiling 

shows that we are currently 

on track to achieve this 

target. Recent results have 

been very encouraging. We 

are also monitoring the 

effects of the dry summer 

on the overall collection of 

green waste. 

1/07 update - now on track - 

A revised timetable for the 

Local Development 

Framework (LDF) was 

agreed by Cabinet on 

19/10/06 with target dates 

redrawn following Cabinet 

consideration. Now working 

to a new timetable following 

advice from DCLG. The 

timetable for formal 

submission now revised to 

take account of additional 

scrutiny by the DCLG and 

Regional Offices of LDF 

documents for all Local 

Authorities in England. 

1) 10/06 1/07 update - Completed - 

protocols are on the 

website and Ocella 

database is operational. 

Green - 

On Track 

Green - 

Completed 




Appendix B 

54 

55 

56 

A clean and 


A clean and 


A clean and 


Produce a revised planning 

obligations supplementary 

planning document which will 

seek to ensure the support of 

the adequate provision of health 

care facilities, school places, 

training schemes, and other 

social infrastructure needs and 

to mitigate the impacts of 

development where appropriate. 

Continue to review air quality 

monitoring information around 

Heathrow to help future 

assessment of air quality and 

safeguard against worsening of 

air quality. 

Provide a robust response to 

proposals relating to changes in 

runway operations e.g. mixed 

mode operation, that could lead 

to the worsening of the 

environment for residents living 

close to the airport. 

JP GE 1) Revisions to Government 

guidance issued 8/06 2) 

Officers revising Planning 

Obligations SPG in light of the 

guidance received. 

PB PL 1) Establish two air quality 

monitoring stations in Sipson 

and Harmondsworth area to 

monitor Heathrow related 

emissions and emissions from 

the proposed Colnbrook 

incinerator. 

2) Continue the publication of 

air quality bulletins and updates 

in Hillingdon People. 

3) Carry out air quality 

assessment on the cumulative 

effects of incremental 

developments in the Borough's 

Air Quality Management Area. 

PB PL 1) Dept. of Transport to produce 

proposals on runway 

operations. 2) Assess impact of 

proposals on noise and air 

quality. 3) Respond to Dept of 

Transport 

1) 8/06 

2) 3/07 

1) 4/07 

2) 12/06 

3) 12/07 

1) 4/06 

2 and 3) 

8/06 

1) Yes 9/06 - Item one completed 

and on track for Item 2 

Green - 

On Track 

2) Yes 1/07 update - on track. Air 

quality was covered by 

November issue of 

Hillingdon People. 2 new air 

quality monitoring stations 

on track for installation. 

Green - On 

Track 

1/07 update - some Amber - 

slippage beyond our control some 

as Dept of Transport has slippage 

still to produce the 

proposals which, following a 

delay from 4/06, were due 

12/06. Once these are 

produced we can consider 

and respond after 3 

months. 




Appendix B 

57 

58 

60 

A clean and 


Review aircraft noise data from 

the newly installed noise 

monitoring terminal and work in 

partnership with other local 

authorities around the airport in 

data exchange and assessment 

of the noise climate around the 

airport. 

A borough with Run three courses that will 

improving health, enable carers to improve their 

housing and social own health and strengthen their 

care skills to support anyone with a 

long-term condition at home. 

A borough with 


housing and social 

care 




care 

Each course should include 10 

Increase the provision of 

affordable homes for local 

people by 66 units. 

Achieve the number of 140 

private sector homes made fit to 

live in. 

PB PL 1) License to be granted by 

LAA. 

2) Installation of the noise 

monitoring equipment and set 

up website 

JM JD 1. Courses planned and 

commissioned 

1) 12/06 

2) 3/2007 

Courses planned and commissioned 1. 30/06/06 No 

JM JD 2. Three courses take place Q2 - 1 course takes place 

Q3 - 1 course takes place 

Q4 - 1 course takes place 

JM NS Deliver the quarterly void 

transfer programme 

1. Quarterly targets: 

Q1-15 

Q2-15 

Q3-15 

Q4-21 

JM NS Deliver the quarterly targets. 1. Quarterly targets: 

Q1-35 

Q2-35 

Q3-35 

Q4-35 

1) Yes 1/07 update - Installation 

had been delayed due to 

difficulty encountered in 

obtaining a license from 

BAA and other practical site 

problems. however BAA 

agreed a site license in 

11/06 - this has now been 

signed, equipment should 

be installed and operational 

by end 3/07". Therefore 

back on track, 

Green - On 

Track 

Completed - courses 

commissioned. 

1. 31/03/07 Yes for Q3 On track - courses 

scheduled in line with 

quarterly targets set. 

1. 31/03/07 Yes for Q3 On track. At the end of 

quarter 3 the void transfer 

programme had delivered 

52 units of rented 

accommodation. 

1. 31/03/07 Yes for Q3 On track to achieve the 

target by the end of March 

2007. At the end of quarter 

3, 165 properties have 

been made fit. Improved 

performance through the 

West London Energy 

Grants (Heatstreets) 

programme has contributed 

to our performance since 1 

April 2006 

Green - 

completed 

Green - 

On Track 

Green - on 

track 

Green - on 

track 

61 

62 

63 

A borough with Bring an additional 1123 council 

improving health, homes up to the ‘decent homes’ 

housing and social standard. 

care 




care 

Increase the % of acceptable 

waiting times for new service 

users aged 65 and above, being 

assessed for service from 80% 

to 85%. 

JM NS Achieve the target to increase 

the number of council homes in 

2006/07 brought up to the 

decent homes standard. 

JM PS Achieve a target of 85% of 

assessments completed within 

28 days 

1.Achieve the target set. 1.31/10/06 1.No On track to achieve the 

overall decent homes 

target. 

1. Qrtly targets: 

Q1: 85% 

Q2: 85% 

Q3: 85% 

Q4: 85% 

1. 31/03/07 Yes for Q3 Analysis of performance 

shows we are on track to 

achieve the target set by 

the end of March 2007. 

Green - on 

track 

Green - on 

track 




Appendix B 

A borough with Implementation of the single 

improving health, assessment process for people 

housing and social with learning disabilities from 

care September 06 subject to the 

outcome of the electronic 

records pilot in June 2006. 

JM JW Implement a working SAP tool. 1. Identification of SAP tool 1.30/06/06 Yes Completed Green - 

completed 

64 

JM JW 2. Deliver training for staff 2.31/10/06 Yes Completed Green - 

completed 

JM JW 3. Electronic scanning pilot 3.31/01/07 No Some slippage. The action 

concerns the scanning of 

historical client paper 

records. The IT software 

provider is delaying 

implementation / availability 

of the software - testing 

underway. This delay has 

not affected the overall 

implementation of the 

electronic single 

assessment process for 

adults with a learning 

disability. 

Amber - 

some 

slippage 

JM JW 4. Deliver SAP pilot 4.31/05/07 No On track. Pilot commenced 

using SAP. 

Green - on 

track 

65 

66 

A borough with Keeping Independent: 

improving health, Development of additional 

housing and social sheltered housing to use as 

care extra care units for people who 

need extra support when they 

leave hospital (Older Persons 

Plan) - increase the number of 

extra care sheltered housing 

places for older people from 120 

to 160. 




care 

Increase the number of extra 

care units specifically for older 

people with dementia by a 

further six. 

JM PS Deliver the quarterly targets. 1. Quarterly targets (cumulative): 

Q1-120 

Q2-120 

Q3-120 

Q4-160 

JM PS Deliver the quarterly targets. 1. Quarterly targets: 

Q1-0 

Q2-0 

Q3-0 

Q4-6 

1. 31/03/07 Yes for Q3 On track. At the end of Green - on 

December 2006, 138 extra track 

care sheltered housing 

places had been accessed 

in the period 1 April 2006 - 

31 December 2006. Expect 

to achieve the target set by 

31 March 2007. 

1. 31/03/07 Yes for Q3 On track to achieve the 

target by the end of March 

2007. 

Green - on 

track 




Appendix B 




care 

Increase involvement of other 

hard to reach groups in the 

Social Services and Housing 

Black and Ethnic Minorities 

reference forum. 

JM JD Promotion of involvement 

opportunities at existing carer 

and user fora. 

Active promotion of involvement 

opportunities for people living in 

residential care and in receipt of 

home care. 

1. 31/03/07 Yes Completed. Ongoing 

awareness raising at 

existing user and carer fora 

and promotion to service 

users in residential care 

and in receipt of home care 

services. Agreement 

reached to establish bimonthly 

meetings with LBH 

and the Black Minority 

Ethnic Elders Forum. 

Support being provided and 

representation at the Older 

Peoples Assembly has 

improved. A representative 

from HACA (Hillingdon Afro- 

Caribbean Association) now 

on FORCE group. 

Green - 

completed 

67 

69 

71 

72 

A borough with Working with the council’s 

improving health, transportation team to 

housing and social implement the Safer Routes to 

care School strategy. This is in the 

form of a pilot study to increase 

the awareness of air quality in 

school children. 




care 




care 

13 walks running regularly 

across the borough providing a 

range of active and social 

networks for older people from 

all communities. 

Further develop referral 

partnerships. Leisure service 

leading on medium and high risk 

referrals. 

PB PL/JR 1) Set up pilot study in 4 

schools 2) Integrate air 

quality packs (linked to the 

school curriculum) into the Safe 

Routes to School Programme 

JM 

JM 

JM 

JM 

PS 

(AK) 

PS 

(AK) 

PS 

(AK) 

PS 

(AK) 

Develop new service level 

agreements with partners for 

the walk leaders, working with 

Age Concern. 

Referral protocols establish and 

referral process works 

effectively. 

1. Service level agreement 

development and walk leaders in 

place 

2. 13 walks running regularly 

accessible for older people 

1. Agree with Leisure Centres to 

protocol for receiving referrals 

2. Start promoting the referral 

arrangements to GPs 

1) 6/06 

2) 6/06 

1) Yes 

2) Yes 

1. 30/11/06 1. No Service level agreement 

drafted and discussions 

regarding the transfer to 

Age Concern taking place. 

Walks continuing and 

unchanged 

Green - 

Completed 

Amber - 

some 

slippage 

1. 31/01/07 1. No On track. Green - 

On Track 

1.31/12/06 1. Yes Completed. Outline Green - 

agreement reached with completed 

Leisure Centres. 

1. 31/01/07 1. No On track. Green - 

On Track 




Appendix B 

75 

76 

77 

A borough with Children in neighbourhood 

improving health, enhancement programme 

housing and social consolidated on two existing 

care sites. 

73 

A borough with Complete the review of all 

improving health, supported housing services. 


74 care 




care 

A borough where 

opportunities are 

open to all 



open to all 

Fund at least one supported 

housing service for each of the 

Supporting People priority 

groups - older people, people 

with a learning disability and 

young people. 

Develop best practice for the 

recruitment, secondment and 

promotion opportunities and 

remove barriers for disabled 

people. Develop positive action 

schemes to encourage disabled 

people to apply for employment 

across the Hillingdon Partners. 

Promote equal access and 

equality standards in the private 

housing sector and with 

registered social landlords. 

JM 

PS 

(AK) 

Consolidate existing programme 

onto two sites, and develop 

sustainability plan. 

JM PS 

(AK) 

JM NS Review all supported housing 

services 

JM NS Fund at least one supported 

housing service for each of the 

Supporting People priority 

groups - older people, people 

with a learning disability and 

young people. 

HD SG Identify barriers 

Work with partners internally 

and externally to work towards 

removing barriers 

JM NS Continue to implement the 

equalities action plan, achieving 

level 3 of the equalities 

standards 

1. Agree with schools and 'Green 

Corridor' the plan for sustainability 

2. Establishing arrangements to 

ensure a sustainable programme 

1. Older People - Fund older 

persons 'helping hand' service 

1. 31/01/07 1. Yes Completed. Pilot has taken Green - 

place and findings from the completed 

pilot has been evaluated 

and will inform the 

sustainable programme in 

Hillingdon. 

2. 31/03/07 2. No On track, informed by the Green - 

pilot. 

On Track 

1. 31/03/07 1. Yes Completed. Review 

completed by 31 March 

2006. 

1.01/11/06 1. Yes Completed. Approval for 

service received from 

Cabinet Member in 

December 2006. 

Sep-07 

Key barriers identified 

Employment and 

recruitment practices 

monitored. Appropriate 

changes and 

recommendations in 

employment and 

recruitment practices to be 

shared with Hillingdon 

Partners 

1. 31/03/07 1. No On track to achieve level 3 

of the Equalities Standard 

for Local Government. 

Managers are being 

supported to complete indepth 

equalities impact 

assessments and include 

actions for improvement in 

their team plans / PADAs. 

Green - 

completed 

Green - 

completed 

Green - 

On Track 

Green - on 

track 




Appendix B 

78 

79 

80 


and culture 



open to all 



open to all 



open to all 

Improved public satisfaction 

ratings above 2006/07 MORI 

outcomes 

Provide an additional eight 

placements on the development 

programme for refugees looking 

to become classroom assistants. 

Evaluate remaining council 

services with a view to 

integrating with the contact 

centre. 

Create permanent Hillingdon 

access points to deliver locality 

working in conjunction with the 

Metropolitan Police safer 

neighbourhood teams. 

JP 

JM/ ES/ 

SBG/ 

NM 

A) Well attended programmes 

showcasing range of services 

for the public. 

A) Sustain the improvement in 

marketing and promotion of libraries 

to increase uptake and public 

awareness. Promotion programme 

agreed with Communications team 

C) Publicity and awareness 

campaigns in the lead up to and 

including 

September/October/November 

A) Dec 06 

C) Nov 06 

a) Yes 

c) Yes 

1/07 update - Be Inspired Green - On 

campaign successfully Track 

completed in Autumn with 

Corporate Communications.. 

Additional publicity achieved in 

Hillingdon People and local 

press. Awaiting publication of 

MORI results. 

CS JI May-06 Completed 12 Placements taken up. 2 

interviews for jobs in school. 

Others getting more 

experience in primary schools 

HD KG Planning Services and Student I] Planning Pilot (Trees and 

Support have been identified for Landscapes) 

transfer this year 

ii] Children Information Service 

transferring and student support 

Mar-07 I] Nov 06 

ii] Dec 06 

Planning Services and 

Student Support transfer is 

in progress and will go live 

by the end of March 07. 

HD KG Mar-07 Hayes working with SNT to 

firm up how to work 

together. SNT carrying out 

survey at Civic reception. 

Sites being identified 

through Housing in the 

north (Ruislip Estate office 

and/or Welbeck Parade). 

Ruislip Housing Office site 

HAP opened Nov 06, on 

Wednesdays and Fridays 

Green - 

Completed 

Green - 

On Track 

Green - 

completed 

81 

82 

83 



open to all 



open to all 

Ensure the action plan for 

council's older persons strategy 

links to all themes of the 

community strategy. Investigate 

external older people's strategy 

to include other partners. 

Use existing forums to review 

the council's annual capital 

expenditure to meet Disability 

Discrimination Act. 

HD PS Update plan to link with all 

themes of community strategy, 

external stakeholders included 

HD PW Capital expenditure programme 

agreed 

Jun-06 Yes Task Completed Green - 

Completed 

Mar-07 

Process agreed in principle 

by Leader. To be 

implemented 2006/07 

Green - 

On Track 




Appendix B 



open to all 

Provide effective information in 

libraries to promote health 

issues and achieve lifestyles. 

JM 

PS 

(AK) 

Deliver three 'Your Choice' 

active lifestyle promotion 

campaigns 

Deliver three 'Your Choice' active 

lifestyle promotion campaigns 

1. 31/03/07 1. No On track. At the end of 

quarter 3, two campaigns 

delivered. 

Green - on 

track 

84 

85 

87 



open to all 



open to all 



open to all 

Develop 1 further Healthy 

Walks/Library linked programme 

& continue provision of mini 

health fairs in 4 libraries in areas 

of deprivation across the 

borough. 

Take action to deliver the 

Department of Work and 

Pensions (DWP) performance 

standards, specifically to 

achieve: 

a) an average of 34 days for 

processing new claims. 

Increase the involvement of 

older people from black minority 

ethnic groups into the Assembly. 

JM 

JM 

PS 

(AK) 

PS 

(AK) 

Deliver programme with Library 

Services 

JM NS 1. Deliver an average of 34 

days for processing new claims. 

JM NS 2. DWP annual target for the 

number of interventions. 

JM JD Deliver the public involvement 

programme to ensure that the 

views of black and minority 

ethnic elders are heard at the 

Assemblies. 

1. Develop new walk programme in 

partnership with mental health 

service users. 

1. 31/03/07 1. No On track. Meetings and 

discussions underway with 

mental health service 

users. 

2. Deliver four mini-health fairs. 1. 31/03/07 2. No On track. Three mini-health 

fairs delivered to the end of 

quarter 3. 

1. Consult with older people in 

residential and nursing care and the 

housebound, and the FORCE 

group, including multi-cultural 

groups. 

1. 31/03/07 1. Yes for 

Q3 

On track. Performance for 

the period ending 31 

December 2006 is 22.48 

days, exceeding the target. 

Green - on 

track 

Green - on 

track 

Green - on 

track 

1. 31/03/07 2. Yes On track Green - on 

track 

1. 31/03/07 1. Yes Completed. Support being Green - 

provided and 

completed 

representation at the Older 

Peoples Assembly has 

improved. A representative 

from HACA (Hillingdon Afro- 

Caribbean Association) now 

on FORCE group. 

88 

90 



open to all 

Annual programme of work for 

the Mobility Forum is agreed and 

implementation begun. 

JP JR 1) Preliminary questionnaire to 

establish aspects of Work 

Programme to be distributed 

6/06. 2) Main Questionnaire to 

be distributed Oct/Nov 06 3) 

Work Programme for future 

year to be agreed 1/07. 

1) 6/06 

2) 11/06 

3) 1/07 

1) Yes 1/07 Update - 

Questionnaire not finalised 

for distribution by Forum 

in11/06 plus Lead Officer 

left LBH in 12/06. However 

a new Principal 

Accessibility Officer took up 

post in 1/07 and will lead on 

this - distributing 

questionnaire and finalising 

meeting programme for 

2007. Any slippage will be 

addressed by year end. 

Green - 

On Track 




Appendix B 

91 



open to all 



open to all 

Implement the action plan 

resulting from the 2005/06 

review of the use of community 

and other facilities, in particular 

by minority groups. 

Develop a working group with 

Hillingdon Partners and identify 

specific actions to promote 

community cohesion as an 

integral part of the race 

equalities scheme. 

CS TM Carry out audit of community 

association usage. 

HD SG Map community cohesion. 

Identify key council officers to 

form group. 

Identify potential areas of 

conflict and overlap 

Identify key external partners. 

Oct '06 

Jan-07 

Project activity moved into Q4 

owing to capacity issues. 

Anticipate completion by end 

of financial year 

All Issues groups have met. 

Draft Community Cohesion 

Framework presented at 

Corporate Equalities Group. 

Council and boroughwide 

response collated for 

Commission for integration 

and cohesion. 

Green - on 

track 

Green - 

On Track 

92 

93 

94 

96 

A prosperous 

borough 

A prosperous 

borough 

A prosperous 

borough 

Arrange four themed sustainable 

economy taskforce meetings in 

2006/2007. 

Increase business membership 

to ensure financial viability of 

Hillingdon Business Forum. 

Develop a portfolio of projects 

for corporate social responsibility 

(CSR) business engagement. 

Introduce management 

information systems to record 

activity and benefit 

Take forward potential activity 

resulting from the procurement 

initiative with Hillingdon 

Chamber of Commerce. 

HD NC 1) Meetings scheduled. 

2) Inward investment pack 

produced 

HD NC 3 new members secured. 

Portfolio of activity agreed. 

Activity recording system in 

place. 

HD NC Details of tendering process on 

website. 

Chamber of Commerce 

promote 

Nov 06 

Mar 07 

March 07 

Nov 06 

Nov 06 

Aug 06 

Aug 06 

1) 

Complete 

2) On 

Track 

1) On track 

2) 

Complete 

3) 

Complete 

Meetings scheduled. Last 

one held 27/09/06. 

Investment pack in 

development, sponsorship 

confirmed. 

Forum now has 16 

corporate members. 

Work programme objective 

to secure 3 new members 

2006 - 2 new member 

secured Jan 06 including 

Coca Cola 

Portfolio and recording 

system being developed by 

forum manager. 

Business Plan day held in 

Nov 06 

Procurement now LAA 

Target. Small Business 

Concordant adopted Oct 

06.; Successful promotional 

event for Meet the Buyers. 

Additional procurement 

event planned March 2007 

Green - 

On Track 

Green - 

On Track 

Green - 

On Track 




Appendix B 

97 

98 

100 

101 

106 

A prosperous 

borough 

A prosperous 

borough 

A prosperous 

borough 

A prosperous 

borough 

Take forward collaboration with 

Brunel University & the West 

Focus Project to plan Social 

Enterprise programme for 06/07. 

In partnership with Social 

Enterprise London explore 

external funding opportunities to 

recruit a West London Social 

Enterprise co-ordinator 

Working with Business Link for 

London to arrange a Business 

start-up awareness raising event 

and to run a Women 

Entrepreneurs and Start-up 

Training Workshop. Subject to 

LDA funding. 

Review and reprioritise activity 

for Hayes Town Centre 

partnership. Secure on-going 

funding for partnership. 

Recruit new business members 

Deliver employment training 

schemes, youth enterprise 

initiatives, as part of the 

Hayes/Heston/Southall 

regeneration scheme, that 

produce benefits for local 

people. 

A borough where Increase referral rates of young 

children and young people with drug related 

people are healthy, problems to specialist support 

safe and supported from 120 to 140. 

HD NC Brunel to run Social Enterprise 

Programme with ongoing 

council support 

HD NC Other funding options will be 

considered. 

HD NC Partnership to re-evaluate 

priorities 

HD NC Provide support to programme 

through attendance at bimonthly 

matrix meetings. 

CS JD Achieve the target to increase 

the referral rates of young 

people with drug related 

problems to specialist support 

to 140 

Increase young people's awareness 

of specialist services through a 

range of communication outlets. 

June 06 

Sept 06 

Sept 06 

Oct-06 

Brunel staging range of 

training 07/08. Council have 

secured 'free' training from 

specialist consul 

consultancy HAV's 

managing - 31 /1/07, 28/2/7 

dates agreed 

Event to be held by 

Heathrow City. Date to be 

confirmed 

Dec-06 Complete Partnership has 

reevaluated priorities - and 

agreed greater focus on 

Community Safety and 

environmental 

improvements 

Bi-monthly 

meetings 

Green - 

On Track 

Green - 

On Track 

Green - 

completed 

First flight programme Green - 

being developed, other On Track 

initiatives eg Enterprise 

programme, now coming on 

stream. New training 

imitative with Ux College 

now being pursued, Outline 

Programme produced - 

Private sector partner 

involved - training to 

commence Oct 07 

1. 31/03/07 1. No LBH, PCT and other 

partners delivering on this 

target. 

Progressing well and on 

target to increase referral 

rates 

Green - on 

track 




Appendix B 

107 

A borough where Carry out four further test 

children and young purchasing exercises in 

people are healthy, partnership with police and 

safe and supported community safety team. 

A borough where Reduction of teenage 

children and young pregnancies by 25%, based on 

people are healthy, the 1998 baseline. 

safe and supported 

PB SP Carry out at least 4 test 

purchasing exercises for age 

restricted goods 

CS 

CB 

(CP) 

1. Re establish 

Communication and Media 

Strategy 

1.Parents and young 

people receive informed 

sexual health messages 

and are able to access 

appropriate information and advice 

(TP strategy action plan target) 

Mar-07 Yes 

1/07 update - 4 test 

purchases schemes were 

completed by end of Q2 - 2 

for alcohol, 1 for tobacco 

and 1 for spray paints. 

Additional exercises have 

been carried out throughout 

the year. 

Green - 

Completed 

1. 31/03/07 1. No 1. PCT lead, delivering in 

partnership with LBH. 

Unable to re-establish 

Comms and Media Strategy 

due to lack of capacity. 

Delivery of sub-key action 

on track 

Amber - 

some 

slippage 

108 

A borough where 35% of teenage mothers are 

children and young back in education or training. 

people are healthy, 


109 

A borough where Deliver anti-bullying strategy in 

children and young collaboration with agencies in 

people are healthy, the borough and provide training 

safe and supported and opportunity for sharing good 

110 

practice. 

A borough where Reduce the number of 

children and young permanently excluded pupils to 

people are healthy, 1.3 per 1,000 population. 


111 

CS 

CS 

TR 

JS 

CB 

(CP) 

1. Increase the percentage of 

teenage mothers in educational 

training by 31/03/07 

1) Antibullying Strategy 

Developed 

2) Set up multi agency teams 

3) Share good practice 

CS CSul To work with secondary schools to 

highlight individual pupils at risk of 

permanent exclusion and consider 

appropriate support to prevent the 

exclusion. 

1. Deliver sexual health promotion 

with 5-16 year old client group (TP 

strategy action plan target) 

Despite our increase in TP 

rates above the 1998 

baseline we have seen a 

decline in that increase 

over the past 3 quarters in 

2006 

1. 31/03/07 1. No 1. PCT lead, delivering in 

partnership with LBH. On 

track to achieve sub-key 

action. 

However, sexual health 

promotion for 5-16yrs will 

be a focus of the PSHE 

advisor who will be in post 

Jan 2007 in conjunction 

with the Healthy Schools 

Scheme which targets 

schools in the TP hotspot 

areas. 

2) Yes 

3) Ongoing 

Jul-07 Completed - 

Ongoing 

process as 

part of the 

service. 

1) In draft to be finalised 

2) Completed 

3) Liaising with school based 

staff. (ongoing service 

provision) 

Ongoing service provided. 

Weekly exclusion clinics with 

schools in place. 

Green - on 

track 

Green - On 

Track 

Green - 

completed 




Appendix B 

112 

113 

A borough where Reduce the number of young 

children and young people entering the criminal 

people are healthy, justice system by 3.5% (16 

safe and supported cases) 

A borough where Reduce incidence of reoffending 

by an additional 2% for 


people are healthy, the 2003 cohort against the 2002 

safe and supported cohort (making a target of an 

overall offending rate of 41% or 

less). 

CS 

CS 

CB 

(LH) 

CB 

(LH) 

Reduce the number of young 

people entering the criminal 

justice system by 3.5% (16 

cases) 

Delivery through the Youth Justice 

Plan measured by 14 key 

performance indicators - a 

reduction in incidence in reoffending 

is reported annually. 

114 A borough where chMaintain proportion of custodial seCS CB(LH) Delivery through the Youth Justic 

A borough where Increase the number of families JP TC 1) Plan and deliver family 

children and young participating in family learning in 

literacy language and numeracy 

people are healthy, the south of the borough by 2%. 

2) Provide wider family learning 


provision throughout the south 

of the borough 

3) Course Brochures produced 

Delivery through the Youth Justice 

Plan. 

Quarterly targets: 

Q2 = 5 

Q3 = 5 

Q4 = 6 

1. 2% reduction in re-offending by 31 

March 2007 - reported annually by 

tracking a cohort of young people over a 

24 month period 

Quarterly targets: 

Q1=5% 

Q2=5% 

Q3=5% 

Q4=5% 

1. 31/03/07 1. No Total first six months = 209 

which is on track to meet the 

target of 414 for the year 

1. 31/03/07 1. No This target is only measured 

once a year for a specific 

cohort group. The data will not 

be available until February 

2007. 

Green - on 

track 

Green - on 

track 

1. 31/03/07 1. No The upward trend in custody 

use is mirrored across 

London, however our 

performance on this target at 6 

months (6.5%) compares 

favourably against the London 

average of 8.2% for the same 

period. The overall delivery of 

the youth justice plan is 

progressing 

Amber - 

some 

slippage 

1) Sep06 

2) Jan 07 

3) Apr 07 

On target 

1/07 Update - on track, 

funding allocation received 

from the LSC - June 06 

Green - On 

Track 

116 

117 

119 

A borough where Provide progression 

children and young opportunities for parents who 

people are healthy, have completed family literacy, 

safe and supported numeracy and language 

courses. 

A borough where 50% of students in years 9,10 

children and young and 11 to have the opportunity 

people are healthy, to participate in entrepreneurial 

safe and supported activities. 

JP TC Provision planned and delivered Improved success rates on national 

in line with skills for life agenda, level 2 literacy and numeracy 

actively encouraging FLLN qualifications by 5% 

learners to access further 

Literacy and numeracy learning 

leading to national level 2 

qualifications 

CS PS Development of First Flight 

entrepreneurship programme 

1. Negotiate new contract with LDA 

2. Resource expanded programme 

Sep06 

Jan 07 

Apr 07 

Jun 06/Sep 

06 

On target 

Completed 

1/07 Update - on track, 

funding allocation received 

from the LSC - June 06 

First Flight programme 

running. New contract 

negotiated. Programme being 

expanded. 

First Flight competition 

launched successfully and to 

finish on 19.1.07. Workshops 

underway in Ealing and 


Green - On 

Track 

Green - 

Completed 




Appendix B 

A borough where Increase to 59% of 'looked after 

children and young children' in year 11 who achieve 

people are healthy, at least 1 GCSE grade A*-G. 

safe and supported Increase to 6% of LAC in year 

11 who achieve 5 GCSEs A*-C. 

Review performance alongside 

% of LAC in year 12 at least 1 

GCSE grade A*-G. 

CS CB 1. Establish a dedicated Looked 

After Children education team 

by 31 March 2007. 

Establish a dedicated Looked After 

Children education team by 31 

March 2007. 

1. 31/03/07 1. On Track 1. On track, recruitment 

underway Actions being 

delivered 

Green - on 

track 

121 

122 

123 

124 

A borough where Increase the number of 16 -19 

children and young year old care leavers in 

people are healthy, employment, education or 

safe and supported training to 81%. 

A borough where Implement the action plan, when 

children and young available, as a result of the 

people are healthy, review of behaviour provision by 

safe and supported council in February/March 2006. 

A borough where Increase the attendance of 

children and young pupils in : 

people are healthy, Primary schools to 94.3%, 

safe and supported Secondary schools to 92.4%, 

Special schools to 90%. 

A borough where Increase participation in 

children and young apprenticeships by 10%. 



CS CB Deliver the target to increase 

the number of 16 -19 year old 

care leavers in employment, 

education or training to 81%. 

CS CSul Implement the key agreements in 

the Action Plan and seek funding to 

support the capital projects 

CS SW 1) Target schools where 

attendance is below the national 

average 

2) Continuing Attendance 

panels 

3) Working with the police to 

perform a minimum of 16 

truancy sweeps a year 

CS PS Expand of Hillingdon Training 

Ltd apprenticeship programme 

by 10% 

1. Negotiate new contract with 

London West LSC 2. Resource 

expanded programme 

1. 31/03/07 1. On Track 90% achieved as of DfES 

return October 2006. 

Completed 

Sep-07 

Action plan 

in place. 

Action plan regularly 

monitored via the Behaviour 

Support Meeting. 

1) Jul 07 1. On Track 5 schools targeted, DfES and 

EWO meeting in schools in 

January 

Jul 06/Sep 

06 

Completed 

New apprentices being 

recruited. Programmes 

starting in October 2006. Up 

to 25% expansion predicted. 

Green - On 

Track 

Green - On 

Track 

Green - On 

Track 

Green - 

completed 

Uptake has not met 

expectations. Negotiations 

taking place with LB Hillingdon 

to run programme for borough 

employees. Presentation to 

Corporate Regeneration 

Group on 22.1.07. 

125 




Appendix B 

A borough where Improve the vocational 

children and young curriculum offered for post 14 

people are healthy, year olds to secure improvement 

safe and supported in levels 2 and 3 NVQ 

qualifications. 

CS EB Ensure through the 14-19 

Strategy Group and the work of 

the Hillingdon Secondary 

Strategy that the post 14 

curriculum better meets the 

needs of students in this age 

range as confirmed by OfSTED 

reports and added value. 

1) Ensure all secondary schools 

participate in a Federation for 

expanding the vocational 

curriculum. 

2) Support all secondary schools to 

have at least 2 vocational pathways 

based on their site. 

3) 14-19 Curriculum Task Group 

established and identifies staffing 

implications for vocational 

curriculum delivery and identifies 

curriculum weaknesses to secure 

inclusion 

1) Dec 

2006 

2) Sep 

2007 

3) Dec 

2006 

1) 

Completed 

2) 

Completed 

3) 

Completed 

Both North and South Federations Green - 

established (by Sept 06) - All completed 

secondary schools have two 

vocational pathways in place which 

do not conflict, but are mutually 

supportive (Sept 07) - Attainment 

at KS4 (re L2 or equivalent 

qualifications and post 16 (where 

appropriate) is increased (Sept 07) 

- Ofsted judgements on section 5b 

of the SEF is at least satisfactory 

and mainly for all secondary 

schools as they are inspected - 

Similar judgement for post 16 

(termly reviews) 

All secondary schools have been 

involved in compiling the 

submissions to the 14-19 Gateway 

in Construction & the Built 

Environment, Engineering and IT. 

14-19 Curriculum Group of 

Deputies is in place. Agreement 

that HASH will look at how to 

ensure there is balanced approach 

to vocational pathways by 2013 

through introduction of Specialised 

Diplomas. 

126 

128 

A borough where To increase the provision of 

children and young emotional health support, health 

people are healthy, promotion programmes & health 

safe and supported counselling: 

· pyramid trust (self esteem) in 

25% of primary schools. 

· life education (health 

promotion) in 70% of primary 

schools. 

CS 

PS 

(AK) 

1. 15 Pyramid clubs running 

2. Deliver health promotion 

campaign in 70% (17%) of primary 

schools. 

1. 15 Pyramid clubs running 

2. Deliver health promotion campaign in 

70% (17%) of primary schools. 

1. 31/03/07 

2. 31/03/07 

1. 

Exceeded. 

2. Error in 

target. 17% 

has been 

met. 

On track to achieve the target 

set. Evaluation complete and 

report produced. 

Exceeding both targets. 35 

pyramid clubs in 18 (28%) 

primary schools and Life 

education run in 11 (17%) 

primary schools 

Green - On 

Track 




Appendix B 

129 

A borough where To improve the achievement of 

children and young children in language for 

people are healthy, communication and thinking to 

safe and supported be within 4% of the national 

average. 

A borough where As part of the annual 

children and young consultation strategy, further 

people are healthy, develop the youth council and 

safe and supported youth forums to engage more 

young people so that they can 

exert influence over policy and 

service development and their 

environment. 

CS GK 1) Implementation of effective 

programmes for teaching of 

phonics in all schools 

2) Provide a training session for 

head teachers on the renewed 

strategies and Early Years 

Foundation Stage 

CS TM A) Implement the Young People's 

Involvement Strategy. 

B) Implement the Youth Service's 

Citizenship and Democracy Team 

Plan. 

Target phonics in all 7 focus 

schools. 

1) Youth Council to establish monthly 

forums with schools council 

representatives. 

2) Youth Council to establish links with 

four local youth forums developed at 

Young People's Centres. 

3) Youth Council members to negotiate 

introduction of Hear by Right 

1) Jul 07 

2) Jul 07 

1) Sept '06 

2) Oct '06 

3) Feb '07 

Complete 

Complete 

On track 

Training session provided and Green - On 

ongoing work to support Track 

schools in place, focusing on 7 

key schools. All 7 schools 

audited for needs, advisers, 

LA Officers and ASTs 

allocated. Work started to 

establish one of the seven 

schools as a centre of 

excellence for teaching of 

phonics. 

Quarter 3 - Good progress 

made. 

Work has been progressed as Green - On 

indicated in key actions Track 

completed section. Revision 

requirements being acted 

upon including the adoption of 

Hear by Right (HBR) 

Standards as core component 

of process. Children and 

young people's active 

involvement now featuring 

within draft Local Area 

Agreement targeted. Work to 

date has identified a number 

of issues including resources 

for further consideration as a 

part of strategy to be 

presented to CYPSPB. These 

have been incorporated in final 

draft form presentation to 

CYPSPB. 

130 

131 

A borough where Establish improved links 

children and young between school councils and the 

people are healthy, youth council. 






Plan. 

1) Contact all schools councils to 

request regular engagement with Youth 

Council. 

2) Establish monthly meeting between 

Youth Council and School Council 

members. 

3) Create a formal structure for ongoing 

interaction between Youth Council and 

School Council 

1) Oct '06 

2) Nov '06 

3) Jan '07 

Complete 

Complete 

Complete 

Progress generally positive 

although further development 

of strategy is contingent on 

recruitment of Area Youth 

Officer for the Citizenship and 

Democracy Team to lead full 

implementation of strategy. 

Green - 

completed 




Appendix B 

A borough where Increase number of young 

children and young people involved in voluntary & 

people are healthy, community activities above 2005 

safe and supported levels. 





Plan. 

C) Consider development of 

Millennium Volunteers activity. 

1) Carry out young people's community 

activity audit. 

2) Develop a community involvement 

project as part of the broader corporate 

consultation and participation strategy. 

1) Mar '07 

2) Jan '07 

1. On Track 

2. CYP 

Active 

Strategy 

developed. 

Challenges in relation to 

establishing baseline figure 

although working assumption 

is that increase has been 

achieved through increased 

activity of youth council, 

schools councils and a variety 

of partner agency activity that 

is yet to be fully audited. 

Green - On 

Track 

132 

133 

135 

A borough where Work to establish a Department 

children and young of Education, Children and 

people are healthy, Youth Services. 


A borough where The implementation of the CYPP 

children and young will be monitored by the 

people are healthy, CYPSPB and refreshed via the 

safe and supported annual performance assessment 

process. 





The implementation of the children 

and young people plan (CYPP). 

D) Deliver Duke of Edinburgh 

Award Scheme. 

CS CS 1)Develop Action Plan for 

recruitment to Tier 2+3 posts 

2) Review JD's for Tier 2+3 

posts 

3) Advertise posts- 4)Select 

5)Create communication plan 

CS KR 1) Create performance reporting 

framework 

2) Establish Leads for each 

outcome area 

3) Quarterly performance 

reporting at CYPSPB and LSCB 

4) Deliver 06 APA 

CS CB 1] Action plan refreshed following 

APA 2] Action plan monitored by 

CYPSPB and LSCB each quarter 

1) Jun 06 

2) Jun 06 

3) Jul 06 

4) Jun 06 

1) May 06 

2) May 06 

3) each 

quarter 

4) May 06 

1] June 06 2] 

quarterly 

1) yes 

2) yes 

3) October 

4) 

November 

5] yes 

1) yes 

2) yes 

3) ongoing 

4) yes 

Completed Green - 

completed 

All targets completed, with 

quarterly monitoring to remain 

ongoing. 

1] yes 2] yes All targets completed, and 

and ongoing quarterly monitoring to remain 

ongoing. 

Green - 

completed 

Green - 

completed 

136 

Working in Implement the first year of the 

partnership with the consultation and engagement 

community and strategy three year programme. 

partners 

137 

HD SK Map and audit process. 

Produce Action Plan 

Implement Action Plan 

Jun 06 

Sept 06 

Mar 07 

Work is progressing on the 

first draft of the consultation 

strategy which will be 

presented to the ICB on 18 

Jan 07. 'Have your say' 

website to be launched in 

Jan 07. 

Green - 

On Track 




Appendix B 

138 

139 

Working in Implement in full each element 

partnership with the of action plan formulated to 

community and deliver recommendations of 

partners ‘Probity in partnerships’ report 

Working in Extend joint working with the 

partnership with the Department of Work Pensions 

community and and the council to include 

partners council tax and housing benefits. 

HD PW Systematic use of agreed key 

data across the council upon 

which policy service 

development is based 

JM NS 1. Joint working in place with 

DWP and council tax and 

housing benefits. 

Key data available for policy 

development 

High and med risks 

partnership reviews 

completed. Monitoring and 

communication proposals 

drafted. Work on low risks 

partnership in train. All work 

programme that can be 

completed by Core Policy 

has been completed. 

Review meeting held in Dec 

06 and agreed that the work 

will be picked up once the 

LSP office is created. 

Appropriate references 

picked up in the current 

VfM strategy. 

1. 31/03/07 1.Yes Completed. Designated 

officer from benefits 

services working with DWP 

Green - 

On Track 

Green - 

completed 


Achievements Quarter 3 

Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 

Contributing to 

Improving 

CPA score 

PSA HIP Good News 

SERVING OUR COMMUNITY AND CUSTOMERS 


CCTV 

Have purchased a second mobile CCTV unit for the borough for 

use in combating antisocial behaviour (PCS). 

 

 

Trading Standards 

1) In a joint raid with an officer from the MHRA (Medicines Health 

Regulatory agency), Trading Standards Officers have seized 20 

pallets of cosmetics (skin lighteners and soaps) suspected of 

infringing trademarks legislation, from a trader in Hayes. The 

Officer from the MHRA also seized 30 boxes of tablets, what is 

believed to be counterfeit medical product (ECP). 

 

 

 

 

2) On Thursday 26th October, 4 Trading Standards Officers 

joined with Police to target off licences suspected of selling 

alcohol to young people under the age of 18. A total of 35 

premises were visited with sales being made in 7 cases. Police 

are issuing Fixed Penalty Notices on the sellers, but may 

prosecute the licensees if appropriate (ECP). 

3) Trading Standards Officers raided a storage unit in Hounslow 

used by a Hayes retailer. Approximately 400 unclassified DVDs 

were seized (ECP). 

4) On Tuesday 21st November, Rent A Banger Car Hire Ltd and 

its Director appeared in court charged with various offences 

against the Road Traffic Act, the General Product Safety 

Regulations and the Business Names Act (ECP). 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


5) A stairlift manufacturer and its installation company were each 

fined £1000 after pleading guilty to offences under safety 

legislation. The case related to the installation of a stairlift in a 

resident's home in Hayes. Costs of £2882 were awarded to the 

Borough (ECP). 

Drop kerbs 

Secured approval to carry out drop crossing improvements work 

at over 20 locations, which were identified by older and disabled 

people. The new drops kerbs will replace the steep ones, which 

will be easier for older and disabled people to use when crossing 

the roads (DCEO). 

 

A clean and attractive borough 

Traffic enforcement 

Enforcement of contravention of traffic regulations by moving 

vehicles commenced on 16/10/2006. Warning signs will be put up 

in the vicinity when the scheme is in operation and Penalty 

Charge Notices may be issued to those in contravention (ECP). 

Street Champions 

The first of seven new locality areas for the borough wide Street 

Champions scheme was launched on 6th December at Winston 

Churchill Hall in Ruislip. The scheme covers an area identified as 

Ruislip & Eastcote, but consists of three Wards - West Ruislip, 

Eastcote & East Ruislip and Northwood Hills. Approximately 50 

new Street Champions and local councillors attended along with 

our external partners and Community Leadership Team (ECP). 

 

 

 

 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


Recycling 

Following it’s launch on 1/12/06 the first two weeks of the 

household recycling glass collection have shown collection rates 

rising by 35.4% (85 tonnes) and 33.5% (78 tonnes) respectively 

which is highly encouraging. On top of this there have been no 

complaints received from residents about putting bottles into the 

standard plastic recycling bags (ECP). 

London In Bloom Awards 

The borough was awarded silver in the “Large City Category” for 

the second year running (ECP). 

Conservation 

The Grove Nature Reserve was reopened by the Mayor on 16 Nov 

06 following restoration work by local students and LBH staff. 

Previously, the community woodland was inaccessible and 

characterised by overgrowth (DCEO). 

A borough where are children and young people are healthy, safe and supported 

School exclusion 

Achieved a reduction in the number of permanently excluded 

school pupils by 50% (E&C). 

School expansion 

Preparation of statement of case leading to reduced Council 

contribution to Haydon School expansion project, resulting in 

Council’s contribution being reduced by £3.5m (E&C). 

 

 

 

 

 

 

 

 

 

 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


Young people in education, employment and training 

The percentage of young people aged 13 - 19 not in education, 

employment or training has been reduced beyond the annual 

November benchmark target. (Target 7.8% - achievement 7.2%) 

(E&C). 

Child Fostering 

The Fostering Team achieved a positive inspection report from 

the Commission for Social Care Inspectorate. This report 

underlines the hard work and achievements of the team in 

ensuring that children are placed in good quality foster homes 

(E&C). 

Ruislip High School 

The school opening is now completed (E&C and F&R). 

A borough of learning and culture 

Hillingdon House Farm 

Contract exchanged for the sale of the Enabling Land at 

Hillingdon House Farm (HHF). The proceeds from the sale of the 

HHF land will go towards the construction of the new leisure 

facility to be built on site (F&R). 

 

 

 

 

 

 

 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


Major Construction Projects 

Botwell Green Community Sports and Leisure Centre planning 

application submitted and funding will be obtained as a result of 

the successful disposal of Hayes Stadium. 

Received agreements in principle to part fund the 50m pool at 

Hillingdon House Farm (F&R). 

Libraries – satisfaction survey results – 

The overall satisfaction ratings with the library service (BV118c 

“very good” and “good”) was 91.1%. Although this figure is slightly 

lower than in 2003 (when it was 92.8%), this time a higher 

percentage ticked the ”very good” box (44.3% compared to 

37.4%). 

The results for the BV indicators mean that our CPA rating will not 

be affected. 

BV 118a - Percentage of people who found a book to borrow = 

86.5%. This compares to 63.1% in 2003 

BV 118b – Percentage of people who found the information they 

were looking for = 74.3%. This compares to 69.9% in 2003 (PCS). 

Highgrove Pool 

Highgrove Pool received an award as a 'Top Performer' in Sport 

England's National Benchmarking Service. The award was for 

excellent results in attracting use by target groups including 

people on low income, special needs and ethnic minorities from 

the local population. Highgrove, along with Hayes Pool and 

Queensmead Sports Centre also showed a significant increase in 

overall satisfaction which on average increased from 66.7% to 

86.5%. (PCS) 

Centre of Excellence for Teacher Training 

 

 

 

 

 

 

 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


HAE is a key partner with University of Westminster, Oxford 

Brookes University and several Colleges in London and Oxford, in 

a bid to become a Centre of Excellence for Teacher Training 

(CETT). This is a very competitive process and we have been 

notified that we have got through round one and have been invited 

to submit to Stage 2 in February. The final result will be known in 

April (PCS). 

A borough with improving health, housing and social care 

 

 

Independent Living Skills 

DASH and Owl Housing will run Independent Living Skills pilot 

schemes for people with physical and sensory disability and 

learning disability users, who do not qualify for services under Fair 

Access to Care Services. This is part of the council’s aim to 

commission preventative services for those people who may have 

low to moderate needs (ASCHH). 

Housing Benefit Services 

The service received 4 stars for an excellent service (ASCHH). 

 

 

 

Transfer of care 

Nil delayed transfers of care – this means that older people have 

not had to remain in hospital when their needs can be 

accommodated at home or in the community, hospital beds are 

available for acute cases and the council is not paying £125 per 

person per day for delayed transfers of care - a great success 

(ASCHH). 

 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


Replacement scheme for Bourne Lodge 

Following extensive consultation with and involvement by 

parents/carers/relatives, arrangements for the replacement 

scheme for Bourne Lodge have been finalised and contracts 

awarded for the care and support provider and building the 

accommodation at Highgrove (ASCHH). 

Council tax 

The Leader announced a 2% discount on council tax for older 

people aged 65 years and over. The first council in London and 

the second in the country (LBH). 

Adult social care services 

The Commission for Social Care Inspection (CSCI) judged adult 

social care services in Hillingdon to be serving most people well 

with a ‘promising’ capacity to improve. The star ratings were 

published on 30 November 2006 and contribute to the Council’s 

overall Comprehensive Performance Assessment rating 

(ASCHH). 

A borough where opportunities are open to all 

Disability Equality Scheme 

The Disability Equality Scheme was officially launched in 

November 06. The scheme sets out LBH’s long-term aspirations 

and the actions it will take in the next three years to ensure equal 

access to services for people with disabilities (DCEO). 

 

 

 

 

 

 

 

 

 



Appendix C 

Achievement 

Council 

Plan 

Community 

Strategy 


Improving 

CPA score 


Overview & Scrutiny 

Held an extremely successful conference on the Council’s role in 

external scrutiny which was attended by around 100 delegates 

from within the Council and a wide range of other local authorities 

(DCEO). 

Electoral register 

Increased the return of completed electoral register from electors 

from 95.28% to 95.72% retaining Hillingdon’s position as the 7 th 

best performing Borough in London and getting closer to the next 

Borough in the league table (DCEO). 

STRENGTHENING PLANNING AND PERFORMANCE 

Modernise council processes 

E-Govt Team 

The Team was selected as one of the finalists for the Local 

Government take up category at the E-Government National 

Awards 2006. We were selected for the work undertaken in 

encouraging the use of the online Planning application service. 

(PCS). 

ICT financial management contract 

Successful transition of ICT FM contract from Fujitsu to Northgate 

IS, hosting Revenues, Benefits and Oracle Financials systems 

(F&P) 

 

 

 

 

 


Best Value Performance Indicators - Quarter 3 

Appendix D 

Outturn 

Outturn 

Director's 

04/05 in 

05/06 in 

Forecast 

Comments 

Quartile 

Quartile 

for Year 

04/05 

05/06 

PI REF NO DEFINITION TARGET Q1 Q2 Q3 Q4 End 

Percentage of undisputed 

94.00% 89.00% 92.00% 94.00% 3 2 

BV8 invoices paid within 30 days 

BV9 

BV10 

BV11a 

BV11b 

BV11c 

BV12 

BV14 

BV15 

Proportion of Council Tax 

Collected 

Percentage of Non-domestic 

rates collected 

The percentage of the top 5% 

of Local Authority staff who are 

women 

The percentage of the top 5% 

of Local Authority staff who are 

from an ethnic minority 

Percentage of top 5% of 

earners who have a disability 

(excluding those in maintained 

schools) 

The number of working 

days/shifts lost to the Local 

Authority due to sickness 

absence 

The percentage of employees 

retiring early (excluding illhealth 

retirements) as a 

percentage of the total work 

force (staff in the Local 

Government Pension Scheme) 

The percentage of local 

authority employees retiring on 

grounds of ill health as a 

percentage of the total 

workforce 

96.00% 30.00% 55.70% 82.80% 4 4 

99.00% 32.00% 61.00% 88.80% 2 2 

43.50% 43.65% 41.49% 41.49% 

Policies are in place and reviewed 

regularly to ensure that the council 

remains within the natural fluctuation. 

1 1 

15.00% 17.98% 17.74% 17.58% 1 1 

1.65% 1.68% 1.70% 1.06% 

7.6 1.84 - 6.03 

0.58% 0.14% 0.32% 0.53% 




September figures not available due 

to change in information systems 

45 staff have taken early retirement 

in the first 3 Qtrs of the year. It is not 

anticipated that there will be a slow 

down in the last quarter of the year 

and therefore we will not be able to 

achieve the target set. 

n/a 

n/a 

1 1 

3 3 

0.25% 0.04% 0.07% 0.11% 1 3 



Appendix D 

PI REF NO DEFINITION TARGET Q1 Q2 Q3 Q4 

BV16a 

BV17a 

BV156 

BV174 

BV175 

Local 01 


authority employees with a 

disability 


authority employees from 

ethnic minority communities 

The percentage of authority 

buildings open to the public in 

which all public areas are 

suitable for, and accessible to, 

disabled people 

The number of racial incidents 

reported to the Local Authority, 

and subsequently recorded, 

per 100,000 population 

The percentage of racial 

incidents reported to the Local 

Authority that resulted in 

further action 

Respond and deal with 

complaints within 10 working 

days 

2.42% 2.44% 2.44% 2.24% 

Director's 

Forecast 

for Year 

End 

Comments 




Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

3 3 

21.00% 23.37% 23.35% 23.26% 1 1 

50.00% 44.44% 46.88% 46.88% 4 4 

- 24.13 41.82 60.22 n/a n/a 

100.00% 100% 100% 100% 4 4 

80.00% 87% 91% 88% N/A n/a 

Local 02 

Answer telephone calls with 3 

rings 

90.00% 85% 85% 87% 

The telephone system is being 

adjusted to reflect the current 

structure. There are problems with 

performance information availability 

in EC&S, F&R, and ASCHH. These 

issues will be resolved to give 

accurate information by the end of 

the financial year. 

N/A 

n/a 



Appendix D 


Local 03 

Local 04 

Local 05 

BV43a 

BV43b 

BV49 

BV162 

Percentage of Members' 

enquiries responded to within 

10 working days 

Percentage of telephone calls 

meeting the corporate 

standard 

Percentage of letters meeting 

the corporate standard 

100.00% 98% 99.50% 97.9% 

- 67% 68% 

100.00% - 79.30% 65.60% 

Director's 

Forecast 

for Year 

End 

Comments 

As a result of a performance clinic 

being held a corporate definition for 

a Members Enquiry and procedure 

will be implemented from 01.04.07. 

This will ensure quality of data as 

well as improve performance. 

Agreed procedures are being 

implemented to target areas of 

concern 

Agreed procedures are being 

implemented to target areas of 

concern 

Outturn 

04/05 in 

Quartile 

04/05 

Statements of Educational 

Need: excluding 'exceptions' 100.00% 100.00% 100.00% 100.00% 

2 4 

Statements of Educational 

Need: including 'exceptions' 84.00% 100.00% 98.20% 98.60% 

4 3 

Stability of placements of 

Performance within top performance 

11.00% 11.90% 11.19% 9.50% # 

Looked After Children 

band. 

n/a n/a 

The percentage of child 

protection cases which were 

reviewed regularly, out of 

those cases which should 

100% 100.00% 100.00% 100.00% 1 1 

have been reviewed during the 

year 

N/A 

Outturn 

05/06 in 

Quartile 

05/06 

n/a 



Appendix D 


The number of children who 

ceased to be looked after 

during the year as a result of 

the granting of an adoption or 

special guardianship order, as 

BV163 

a percentage of the number of 

children looked after at 31 

6.00% 0.70% 2.64% 3.60% 

March (excluding 

unaccompanied asylum 

seekers) who had been looked 

after for 6 months or more on 

that day 

Director's 

Forecast 

for Year 

End 

Comments 

Twelve children have been adopted 

in the period 1 April 2006 to 31 

December 2006. Aspects of the 

adoption process outside of the 

Council’s control include delays in 

the Court process to approve 

adoptions, arranging adoptions for 

children with complex needs and 

recent changes in the Adoption Act. 

Three additional children are likely to 

be adopted by the end of March 

2007. 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

3 4 

BV53 

Households receiving 

intensive home care per 1,000 

population aged 65 or over 

17.6 16.14 15.49 18.03 

Final out-turn performance based on 

a survey of home care providers in 

the Autumn 2006. The provisional 

year out-turn for 2006/07 is 18.03 

indicating the target will be met. 

1 n/a 

BV54 

BV56 

Older people helped to live at 

home per 1,000 population 

aged 65 or over 

Percentages of items of 

equipment delivered and 

adaptations made within 7 

working days 

97 97.04 97.14 96.83 

92.50% 95% 97% 96% 

On track to achieve the target by the 

end of March 2007. 

On track to exceed the target by the 


2 2 

2 n/a 



Appendix D 


Director's 

Forecast 

for Year 

End 

Comments 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

BV195 Assessment waiting time 88.00% 88% 70% 64% 

Analysis of cumulative performance 

estimates slippage from the target to 

the end of December 2006. A 

change in recording was introduced 

from June 2006 for part of the target 

to reflect a change in definition. 

Action is underway to review 

individual cases outside of timescale 

to ensure accurate recording and 

reporting, and to monitor 

performance on a weekly basis to 

improve overall performance. 

2 1 

BV196 

Acceptable waiting time for 

care packages. 

85.00% 95% 86% 83% 

Target expected to be met by the 

end of March 2007. Quality 

assurance checks are being made of 

records where the target has not 

been met to ensure accurate 

recording of performance. 

4 3 

BV201 

Adults and older people 

receiving direct payments per 

100,000 population aged 18 or 

over 

125 119.13 120.7 132.6 

On track to exceed the target by the 

end of March 2007. Performance 

includes a manual adjustment for 

people who are 'on the books' to 

receive regular respite care breaks 

1 1 

BV64 

Number of non-local authorityowned 

vacant dwellings 

returned to occupation or 

demolished during the financial 

year as a direct result of action 

by the local authority 

310 100 192 278 

On track to achieve target by the end 

of March 2007. 

1 1 



Appendix D 


Director's 

Forecast 

for Year 

End 

Comments 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

BV66a* 

Rent collected by the local 

authority as a proportion of 

rents owed on Housing 

Revenue Account (HRA) 

dwellings 

96.70% 87.83% 93.13% N/A 

Due to an IT issue, performance for 

December 2006 is not available. 

However our forecast tool for 

collection rate is suggesting that we 

may not reach our end of year target. 

A performance clinic has been held 

by Hillingdon Homes and reviewed 

with the housing management team, 

and has confirmed that we expect to 

achieve the target by March 2007. 

Action is being taken to bring 

performance in line with target. A 

further performance clinic discussion 

is to be scheduled. 

4 4 

BV66b 

BV66c 

BV66d 

BV76a 

The number of local authority 

tenants with more than seven 

weeks of (gross) rent arrears 

as a percentage of the total 

number of council tenants 

6.75% 7.10% 7.17% 7.09% 

Percentage of local authority 

tenants in arrears who have 

had Notices Seeking 

Possession served 


tenants evicted as a result of 

rent arrears 

The numbers of housing 

benefit claimants in the local 

authority area visited, per 

1,000 caseload 282 83 162.2 229 

Targeted work with tenants to access 

the support and advice they need at 

an early stage to prevent arrears 

escalating. 

N/A 3 

28.00% 27.85% 27.36% 19.00% On target n/a 3 

0.25% 0.27% 0.23% 0.23% On target n/a 2 

Expect to achieve the target by the 


2 n/a 



Appendix D 


The number of fraud 

BV76b 

investigators employed by the 

Local Authority, per 1,000 

caseload 0.35 0.35 0.35 0.35 

The number of Housing 

Benefit and Council Tax 

BV76c 

Benefit (HB/CTB) fraud 

investigations carried out by 

40 11.8 20.05 31.55 

the local authority per year, per 

1,000 caseload 

The number of Housing 

Benefit and Council Tax 

BV76d 

Benefit (HB/CTB) prosecutions 

and sanctions, per year, per 

4.9 0.7 2.15 3.85 

1,000 caseload in the local 

authority area 

Director's 

Forecast 

for Year 

End 

Comments 





This PI is dependant on third party 

involvement which has caused 

delays.The parties involved have 

been contacted and we are confident 

this PI will be on target by year end. 

Outturn 

04/05 in 

Quartile 

04/05 

n/a 

Outturn 

05/06 in 

Quartile 

05/06 

n/a 

2 n/a 

2 n/a 

BV78a 

The average processing time 

taken for all new Housing and 

Council Tax Benefit (HB/CTB) 

claims submitted to the Local 

Authority, for which the date of 

decision is within the financial 

year being reported. 

34 25 22.9 22.5 

On Target. Performance at the end 

of December 2006 is exceeding the 

target. 

4 2 

BV78b 

The average processing time 

taken for all written 

notifications to the Local 

Authority of changes to a 

claimant's circumstances that 

require a new decision on 

behalf of the Authority. 

20 13.5 13.6 14 



target. 

4 3 



Appendix D 


Director's 

Forecast 

for Year 

End 

Comments 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

BV79a 

The percentage of cases 

within a random sample for 

which the Authority's 

calculation of Housing and 

Council Tax Benefit (HB/CTB) 

is found to be correct. 

98.00% 100.00% 99.60% 99.73% 



target. 

4 2 

BV183a* 

The average length of stay in 

bed and breakfast 

accommodation of households 

that are unintentionally 

homeless and in priority need 

1.2 2.79 2.57 1.64 

Performance improvement from 1.81 

weeks to 1.64 weeks from November 

to December 2006. Current 

performance within the middle 

threshold. The target of 1.2 is 

ambitious to take Hillingdon into the 

top quartile for this indicator. 

Position at December 2006 shows 

that 8 families with a combined 

Length Of Stay of 13.14 weeks have 

impacted this PI. This correlates to 

an annual average of 1.64 weeks. 

4 2 



Appendix D 


Director's 

Forecast 

for Year 

End 

Comments 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

BV183b* 


hostel accommodation of 

households that are 

unintentionally homeless and 

in priority need 

16 22.57 19.84 26.75 

Performance improvement from 

November (31.1 weeks) to 

December 2006 (26.75 weeks). 

Change in advice from DCLG (Oct 

06) has meant that ALL past Hostel 

tenancies are now to be included in 

this PI. 3 families with a combined 

length of stay of 6.33 weeks have 

had a positive impact on this PI in 

December 2006. The position at 

December 2006 is now 17 families 

with a combined length of stay of 

454.71 weeks giving an average of 

26.75 weeks. Achieving the target is 

dependant on the procurement of 

private sector accommodation. 

4 4 

BV212 

Average time taken to re-let 

local authority housing 

38 35 31 31 



target. 

n/a 3 

BV82a(i)* 

Percentage of household 

waste which has been sent by 

the Authority for recycling 

18.00% 16.00% 16.40% 16.90% 

BV82a - The end of year projection 

based on the first 9 months is 17.9% 

a slight worsening since last month 

2 3 

BV82a(ii) 

Tonnage of household waste 

recycled 

23,070 5562 11007 16298 

Slightly below target but the best 

months are usually later in the year. 

N/A 1 

BV82b(i)* 

Percentage of household 

waste sent by the Authority for 

composting 

12.50% 16.00% 14.30% 13.40% 

BV82b - End of year projection 

based on the first 9 months has 

remained at 11.6% - an improvement 

on last month but still below target. 

However, note that composted 

tonnages are subject in large part to 

prevailing weather patterns. 

1 2 



Appendix D 


BV82b(ii) 


composted 

Percentage of the total 

BV82a & b tonnage of household waste 

(as per CPA) arisings which have been 

recycled or composted 

Number of kilograms of 

BV84a* household waste collected per 

head of the population 

BV86 

BV91b* 

Cost of household waste 

collection 

Percentage of households 

resident in the authority's area 

served by kerbside collection 

of recyclables (two 

recyclables) 

16,020.00 5,557.00 9,571.00 12883 

30.50% 32.00% 30.70% 30.30% 

515 139.7 265.7 381.2 

£52.00 £62.14 £59.90 £58.93 

BV100 Temporary Road closures 1.7 1 2.3 3.1 

BV165* 

The percentage of pedestrian 

crossings with facilities for 

disabled people, as a 

proportion of all crossings in 

the local authority area 

Director's 

Forecast 

for Year 

End 

Comments 

Above target but these are the better 

months, tonnages could drop in the 

fourth quarter. 

BV82a+b - End of year projection 

based on the first 9 months is 29.5% - 

an improvement on last month which 

was 29.4%%. 

BV84 - Has improved by 18.51kgs 

compared to the same period last 

year. 

Cost of waste collection per 

household. Figure still includes 

Contact Call centre costs. Reduction 

due to reported forecast saving on 

month 6 monitoring exercise. Still 

forecast to be Green. 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

N/A 1 

N/A 

N/A 

4 4 

3 3 

100% 100% 100% 100.00% 1 1 

100.00% 83.00% 83.00% 87.60% 

A significant factor this year has 

been the construction of the new 

roundabout on Stockley Road. (182 

days out of a total of 370 in the first 

six months) 

Programme of works in place to 

achieve 100% by March 2007. Work 

due to start in October on those 

crossings that do not meet the 

current standards. 

4 4 

4 3 



Appendix D 


BV215a 

BV215b 

BV218a 

BV218b 

BV106* 

The average number of days 

taken to repair a street lighting 

fault, which is the under the 

control of the local authority 

The average number of days 

taken to repair a street lighting 

fault, where response time is 

under the control of a 

Distribution Network Operator 

(DNO) 

Percentage of new reports of 

abandoned vehicles 

investigated within 24hrs of 

notifications 

Percentage of abandoned 

vehicles removed within 

24hours from the point at 

which the authority is legally 

entitled to remove the vehicle 

Percentage of new homes built 

on previously developed land 

Director's 

Forecast 

for Year 

End 

Comments 

Outturn 

04/05 in 

Quartile 

04/05 

3 1.74 1.17 1.16 n/a 1 

30 36.39 37.9 43.27 

This figure is for 82 defects and is 

outside the control of the authority. 

Outturn 

05/06 in 

Quartile 

05/06 

n/a 2 

99.90% 100.00% 100.00% 100.00% n/a 1 

99.90% 100.00% 100.00% 100.00% n/a 1 

95.00% 100.00% 100.00% 100.00% 1 1 

BV109a* 

Percentage of major planning 

applications determined within 

13 weeks 

70.00% 76.90% 69.80% 68.80% 

Above the National target but below 

our local target but because of small 

numbers expected to be above 

target for the end of the year. 

1 2 

BV109b* 

Percentage of minor planning 


8 weeks 

76.00% 76.20% 73.90% 73.00% 


our local target, by three points, 

being monitored, drop due in part to 

planned clearance of old applications 

& fluctuations in volume. 

2 3 



Appendix D 


Director's 

Forecast 

for Year 

End 

Comments 

Outturn 

04/05 in 

Quartile 

04/05 

Outturn 

05/06 in 

Quartile 

05/06 

BV109c* 

Percentage of other planning 


8 weeks 

89.00% 90.30% 88.00% 87.30% 


our local target, by less than two 

points, being monitored, drop due in 

part to planned clearance of old 

applications & fluctuations in volume. 

2 3 

BV126 

BV127b 

Domestic burglaries per year, 

per 1,000 households in the 

Local Authority area 

Robberies per year, per 1,000 

population in the Local 

Authority area 

17.5 4 8.2 13.58 

2.1 0.9 1.8 2.9 

Slight increase in quarter 3 but if 

quarter 4 is the same as quarter 1, 

on track for our target. 

A joint performance clinic focusing 

on this area, is due to be arranged 

for the later part of the year. 

4 4 

2 4 

BV128 

The number of vehicle crimes 

per year, per 1,000 population 

in the Local Authority area 

17.3 5.5 11 16.03 

A joint performance clinic was held in 

July, an action plan is in place and is 

being monitored. It is unlikely to meet 

the target for the end of the year 

4 4 


Monthly PI Reporting Quarter 3 2006/07 

PI Definition Status Q1 Status Q2 Status Q3 Status Q4 Comment 

Percentage of undisputed invoices 

BV8 paid within 30 days Amber Amber Green Improving 

BV11a 

The percentage of the top 5% of 

Local Authority staff who are 

women Green Amber Amber Static 

BV14 

The percentage of employees 

retiring early (excluding ill health 

retirements) Green Amber Red Slipping 

BV 49 

Stability of Placements for Looked 

After Children Amber Amber Green Improving 

BV163 

Adoptions of children looked after 

Red Amber Red Slipping 

BV53 

Households receiving intensive 

home care per 1,000 population 

aged 65 or over Amber Amber Green Improving 

BV66b 

The number of local authority 

tenants with more than seven 

weeks of (gross) rent arrears as a 

percentage of the total number of 

council tenants Amber Amber Amber Static 

BV76d 

The number of Housing Benefit 

and Council Tax Benefit (HB/CTB) 

prosecutions and sanctions, per 

year, per 1,000 caseload in the 

local authority area 

Amber Amber Green Improving 

BV183a 

The average length of stay in bed 

and breakfast accommodation of 


unintentionally homeless and in 

priority need Red Red Red Improving 

BV183b 


hostel accommodation of 


unintentionally homeless and in 

priority need Red Red Red Slipping 

BV195 Assessment waiting time Green Red Red Slipping 

BV201 Direct Payments Amber Amber Green Improving 

BV82a(i) % of household waste recycled Amber Amber Amber Improving 

BV82a(ii) 


recycled Amber Amber Amber Improving 

BV84a 

Number of kilograms of household 

waste collected per head of 

population Amber Amber Green Improving 

BV109b 

Percentage of minor planning 

applications determined within 8 

weeks Green Amber Amber Slipping 

BV109c 

Percentage of other planning 



BV127b Robberies per 1,000 population Red Red Red Static 

BV 128 

The number of vehicle crimes per 

year, 1,000 population Red Red Red Static 

Local 03 

Members Enquiries responded to 

within 10 days Amber Amber Red Static 

Local 02 

Answer telephone calls with 3 

rings Amber Amber Amber Static 



PIs to be added to monthly reporting 

PI Definition Status Q1 Status Q2 Status Q3 Status Q4 Comment 

Percentage of top 5% of earners 

who have a disability (excluding 

BV11c schools) Green Green Red Slipping 

BV12 

The number of working days/shifts 

lost to the Local Authority due to 

sickness absence 

Green N/A Amber Slipping 

BV16a 


employees with a disability Green Green Amber Slipping 

BV54 

Older people helped to live at 

home per 1,000 population aged 

65 or over Green Green Amber Slipping 

BV196 

Acceptable waiting time for care 

packages Green Green Amber Slipping 

BV126 

Domestic burglaries per year, per 

1,000 households in the Local 

Authority Area Green Green Amber Slipping 

Local 04 

Percentage of telephone calls 

meeting the corporate standard N/A Red Red Slipping 

Local 05 

Percentage of letters meeting the 

corporate standard N/A Red Red Slipping 

BV86 * 

Costs of household waste 

collection 

Red Red Red 

Slipping 

BV100 * Temporary Road closures Red Red Red Slipping 

BV215b * 

Average number of days taken to 

repair a street lighting fault, where 

response time is under the control 

of the Distribution Network 

Operator (DNO) Red Red Red Slipping 

BV109a * 

Percentage of major planning 



* These PIs cannot be collected on a monthly 



Monthly 

Reporting To 

contiue 

No 

Yes 

Yes 

No 

Yes 

No 

Yes 

No 

Yes 

Yes 

Yes 

No 

Yes 

Yes 

No 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 




PROPERTY ASSET MANAGEMENT 

PLAN 

2007 

Contact Point 

Gerald M. Edwards, FRICS MAPS AI Hort 

Head of Corporate Property Services 

Tel: 01895 250903 

Email: gedwards@hillingdon.gov.uk

CONTENTS 

Page No. 

1. BACKGROUND TO HILLINGDON 1 

2. EXECUTIVE SUMMARY 4 

3. PROGRAMMES AND PLAN DEVELOPMENT AND IMPLEMENTATION 7 

4. PERFORMANCE INFORMATION 16 

5. PERFORMANCE MANAGEMENT AND MONITORING 17 

6. CAPITAL INVESTMENT PROGRAMME 17 

7. ORGANISATIONAL ARRANGEMENTS FOR CORPORATE ASSET 

MANAGEMENT 

18 

8. PROPERTY DATA MANAGEMENT AND CONSULTATION 18 

APPENDICES 

A Council’s 1-10 Year Horizon 20 

B Action Plan for Delivery of the AMP 21 

C Use of Resources Judgement. 33 

(pgs1-16) 

D Property Performance Indicators – 2002-2006 and targets for 2007-2008 34 

E Performance Management and Monitoring 39 

F Performance of Council Buildings 49 

G Capital Programme 2007/08 –2009/10 50 

H Leader’s Statement – the Council’s priorities for 2006/07 and beyond 56 

I Organisational Arrangements for Corporate Asset Management 60 

J Property Data Management 72 

K Consultation 88 

L Glossary of Terms 91

LONDON BOROUGH OF HILLINGDON 

PROPERTY ASSET MANAGEMENT PLAN 2007 

1. BACKGROUND TO HILLINGDON 

Hillingdon is situated on the western edge of the Greater London area, and is the second largest 

London Borough by area (11,572 ha). The Borough is a mixture of urban and green belt, with 

the latter being primarily in the North of the Borough. The Borough is strategically well located 

due to its communication links (M25, M40, M4), and the location of Heathrow Airport in the south 

of the Borough. It is a mixed borough of prosperity and deprivation and was ranked 23 out of 32 

London authorities in terms of deprivation indices in 2004. The local areas of deprivation are 

concentrated in the Hayes area and South of Uxbridge. According to the 2004 Indices of 

deprivation (to be reviewed in 2008), Hillingdon experiences most of its deprivation in the 

Barriers to Housing and Services Index. However, not a single area in Hillingdon falls into the 

most 20% deprived in England. The Borough has a significant number of large companies 

based in the area, particularly in the Heathrow environs including Stockley Park. 

The Borough’s population is approximately 248,700 of which the ethnic minority population is 

around 40,000. The largest ethnic minority grouping is Indian representing around 8% of the 

population. The presence of Heathrow in the Borough results in there being a number of local 

communities originating from asylum seekers, the most significant of which are Somalis. The 

population as a whole is forecast to show a slow growth (0.5%) over the next decade. Over this 

period the proportion of ethnic minorities is anticipated to increase to around 20%. 

There are 94 schools in the Borough providing education to around 40,000 pupils aged 3 to 19, 

and 29% belong to ethnic minority communities. Approximately 3% of the Borough’s children 

have statements of special educational needs. 

Information on the Council’s Asset Base, Estimated Maintenance Backlog at January 

2007 and Capital Programme Plans for the next three years is shown below: 

Type 

Number Value £(000) 

Housing Revenue Account - 

Residential units 

Shop Parades 

Other Buildings 

10,936 

21 

20 

675,713,500 

6,500 

6,265,365 

sub total 

General Fund Account - 

Operational Properties 

Non-Operational / Commercial properties 

(general) 

Non – Operational /Commercial properties 

(surplus) 

Community Assets –Parks, Open spaces 

Infrastructure (kilometres) 

sub total 

293 

110 

4 

77 

982 

688,478.865 

512,805,925 

8,680,000 

4,046,000 

14,839,888 

540,371,813 

Hillingdon Council retains the freehold / superior leasehold in the interest on Council dwellings 

that have been sold on long leases in accordance with right to buy legislation. 

1

Hillingdon Homes now manages the residential stock on behalf on Hillingdon Council. 

Backlog of Estimated Maintenance by Cost (£) 

Corporate 

(Including Civic 

Centre Maintenance) 

2006/07 

2007/08 

2008/09 

(£) 

(£) 

(£) 

23,488.754 25,008,754 24,869,403 

Civic Centre Costs 6,177,000 7,697,000 9,074,880 

London Borough of Hillingdon Revenue Budget figures 2007/08 

(£) 

Employees 292,290,693 

Other Employee Expenses 4,581,260 

Premises Related Expenses 38,884,931 

Transport Related Expenses 13,367,215 

Supplies & Services 55,422,927 

Highways Maintenance 5,598,910 

Third Party Payments 97,097,794 

Transfer Payments 105,642,080 

Support Services 12,767,510 

Capital Charges 24,504,170 

Gross Expenditure £650,157,490 

Income (457,123,880) 

Asset Management Revenue Account (24,504,170) 

Corporate Financing 8,310,560 

Net Expenditure £176,840,000 

Transfer to balances 1,250,000 

NET GENERAL FUND EXPENDITURE £ 178,090,000 

2

SUMMARY CAPITAL PROGRAMME 2007/08 TO 2009/10 

CAPITAL PROGRAMME SUMMARY - 2007/08 2008/09 2009/10 Total 

Three Year Forecast (2006/07-2008/09) £000s £000s £000s £000s 

Deputy Chief Executive 1,311 604 0 1,915 

Planning & Community Services 18,941 20,202 0 39,143 

HRA 25,886 10,078 9,550 45,514 

Adult Social Care, Health & Housing 6,273 8,746 6,103 21,122 

Ed Children Services 29,749 13,318 13,930 56,997 

Finance & Resources 3,948 2,852 2,402 9,202 

Contingency & Risk 1,281 1,500 0 2,781 

Environment & Consumer Protection 9,901 6,862 1,961 18,724 

Total 97,290 64,162 33,946 195,398 

RESOURCES 

Resource Type 2007/8 2008/9 2009/10 Total 

£000s £000s £000s £000s 

Unsupported Borrowing 4,418 26,065 9,856 40,340 

Capital Receipt 29,924 12,550 0 42,474 

Single Pot 6,147 3,667 0 9,814 

PSA Reward Grant 1,125 0 0 1,125 

General Resources 41,614 42,282 9,856 93,753 

Supported Borrowing (SCER) 11,422 0 0 11,422 

Grants (SCEC) 29,480 11,830 14,540 55,849 

HRA 5,324 2,555 8,291 16,170 

Major Repairs Allowance 7,761 7,495 1,259 16,515 

3rd Party Contributions 1,159 0 0 1,159 

Other 530 0 0 530 

Total External Funding 55,676 21,880 24,090 101,645 

Total 97,290 64,162 33,946 195,398 

3

2. EXECUTIVE SUMMARY 

The Asset Management Plan is intended to provide a corporate overview of the Council’s 

management and use of its property assets and services but excludes Housing Revenue Account 

(HRA) fund property, and also Schools’ property, which is covered by a separate Asset 

Management Plan requirement from the Department for Education and Skills (DfES). 

The Property Asset Strategy that the Council adopted in October 2004 sets out a Vision for 

Property Asset Management: 

“To provide property assets that are fit for purpose and sufficient and suitable both for the 

delivery of the Council’s Corporate and Service objectives and for the provision of the 

Council’s services to the public.” 

Outcomes from this vision are projected for the short (1 year), medium (5 years) and long 

(10 years) term and are set out in Appendix A. 

The Property Asset Strategy also sets out the 8 following principles that form its framework: 

• All property assets are owned by the Council and all decisions involving the use, alteration and 

management of property assets must be made from a corporate perspective and not made in 

isolation within Service Departments. 

• All property assets should be fit for purpose. 

• As a general rule the Council will only hold property assets to deliver services and will take 

opportunities to reconfigure the portfolio to meet changing needs. However, holding assets for 

investment purposes should not be discounted if a robust business case dictates. 

• Where property assets are retained, adequate investment must be made to ensure they are 

properly maintained and they meet all legislative requirements. 

• The use of all property assets should be optimised in terms of users, groups, activity and time. 

• The regular review of property assets must take account of the Council’s ability to invest in 

them over the short, medium and longer term to inform decisions on property assets to be 

retained and assets to be disposed of. The reviews therefore need to clearly identify 

investment profiles for these time periods that are affordable and sustainable. 

• Any new property asset developed by the Council must be sustainable in terms of energy, 

materials and expected life. 

• Where buildings are no longer performing satisfactorily, consideration will be given to their 

replacement rather investing resources in outstanding maintenance and refurbishment 

A number of activities that are being undertaken to deliver the vision include: 

• Comprehensive Asset Reviews of the Social Services Estate and Education and Children’s 

Services assets 

• Specific Service Area Reviews of the Adult Education Service, Allotments, Arts Buildings, Car 

Parks, Crematorium, Cemeteries and Mortuary, Leisure buildings including swimming pools 

Libraries, Public Conveniences and Green Belt Estate 

• Other reviews, including Office Accommodation, Non-Operational Property Assets, 

Development of a sound and workable Maintenance Strategy 

• Other activities including Acquisitions, Leases to the Voluntary Sector, Leased in Buildings, 

Minerals, Premises Management, Site Rationalisations and Sharing Sites with Partners 

The Asset Management Plan identifies the gaps in the provision of property in paragraph 3.1, and 

the options for closing these gaps are set out in paragraph 3.2. The Council has developed an 

action plan to deliver improvements to its assets which is set out in Appendix B. 

4

The key issues and proposals for the Council arising from the Plan are: 

• A maintenance backlog for 2006/07 has been identified of approximately £23.5 million (of 

which approximately £6.17 million relates to the Civic Centre). The issue of how this can be 

and will be addressed is a major theme of the Property Asset Strategy. It is anticipated that 

the overall maintenance backlog is initially likely to rise due to additional works becoming 

necessary before falling in future years as the impact of measures being taken to reduce the 

backlog take full effect. Whilst the General Fund maintenance backlog is steadily falling, 

more information is now available (after detailed surveys) on the Civic Centre and town 

centre car parks (Cedar & Grainges). This has now been factored into the overall 

maintenance backlog projections which have increased as a result. 

• Space utilisation in the Civic Centre is improving with the aim of increasing occupancy to 

2027 by November 2007. Work is in progress for mobile workers spending the equivalent of 

two days out of the office to share workstations with the objective to free approximately 

100 workstations. Negotiations have commenced with Hillingdon Primary Care Trust 

regarding the potential use of these premises during 2007/08. 

• The review of Social Services assets is continuing to lead to a number of proposals for 

change including possible closure of a number of outdated buildings and the modernisation 

of residential care provision for people with learning disabilities through a significantly 

increased community based range of accommodation services. 

• Proposals are almost completed for a new leisure development at Hillingdon House Farm 

including refurbishment of the listed open-air pool with an initial estimated cost of between 

£19-25 million dependent on size of pool. Cabinet will be informed in April 2007 of the final 

cost. 

• Proposals are also being developed for community leisure facilities in Hayes including a 25m 

pool, Health and Fitness Centre and inclusion of a library, with a total estimated cost of £14 

million. 

• A programme of refurbishment of branch libraries is continuing in parallel with improvements 

in accessibility in accordance with DDA requirements. 

• An allotment strategy has been agreed with the Hillingdon Allotments and Horticultural 

Federation, which has already led to the rationalisation of two under-utilised sites for 

disposal linked to a programme of improvements for remaining sites. 

• A car parks asset review has been undertaken by officers for the Property and 

Accommodation Strategy Group (PASG) and the review is considering any potential for 

development on or over parts of car parks to provide additional housing. 

• The Housing Development Team is undertaking a review of the HRA portfolio of £688 million 

to identify any opportunities for development in liaison with Corporate Property Services and 

other services. This is expected to lead to recommendations as to better asset utilisation. A 

number of small sites have been identified which may have some potential for development 

or alternative use. These sites warrant further detailed investigation. 

• The Council as a whole has recently had a CPA assessment for 2006 and shows that the 

council has improved three quarters of its key performance indicators, which is above the 

national average, additionally Housing services improved their rating to become a four star 

service overall, having also maintained their four stars for the benefits service and in the 

area of environment a rating of three stars has been achieved (previously two stars). 

• Appendix C sets out the results of Hillingdon’s CPA (Use of Resources) assessment in 2006. 

The Council maintained level 3 in 2005/06. This score of 3 was maintained when last 

reviewed in November 2006 by the Audit Commission. The actions necessary to achieve 

Level 4 (the highest level) have been identified in the Appendix. For asset management the 

areas identified for improvement opportunities are : 

a) A maintenance plan to address the significant maintenance backlog for the Council’s 

assets. 

b) Ensuring external benchmarking is conducted with meaningful results communicated 

to stakeholders. 

5

c) Availability of clear information to identify how asset management has contributed to 

addressing identified gaps in property provision. 

d) Development of clearer links between asset management information and relevant 

organisational financial information. 

• Appendix D lists the Property Performance Indicators (‘PPI’) for 2003-2006 required by the 

Department for Communities and Local Government (DCLG), which were reported to 

Cabinet Member for Finance and Business Services in September 2006. The indicators for 

2005/06 are compared to earlier years and show the following trends: 

1. An increase of buildings within Condition Category A ‘good’ (up from 13% to 16.5%) and 

Condition Category B ’satisfactory’ (increase from 40% to 45%). 

2. The maintenance backlog has superficially jumped by over £6 million due to the inclusion 

of the Civic Centre now that detailed figures are included. Action is being taken to 

address the Civic Centre backlog and is set out in the Appendix. During 2006/07 works 

completed totalled £526,000. For 2007/08, projected works total £1.1 million. Approval 

has been given for £400,000 to be spent on the electrical infrastructure. Approval is 

being sought for the remaining works totalling £700,000. The breakdown and programme 

of works is identified in Appendix D. 

3. Expenditure on maintenance fell by £0.51 per m 2 and from £7.25 per m 2 in 2004/05 to 

£6.74 per m 2 in 2005/06 which is a decrease of 7%. 

4. Energy costs rose from £11.59 per m 2 in 2004/05 to £13.34 per m 2 in 2005/06. 

5. Water costs rose from £1.50 per m 2 in 2004/05 to £1.54 per m 2 in 2005/06. 

6. CO 2 emissions rose from 0.0775 tonnes per m 2 in 2004/05 to 0.1045 tonnes per m 2 in 

2005/06 

• For 2006/07 new national property performance indicators (NaPPMI) are being introduced 

by the Association of Chief Corporate Property Officers in Local Government (COPROP) 

which the Council will adopt and these will be reported to the Cabinet member of Finance 

and Business Services in September 2007. 

• The AMP sets out in Section 5 and Appendix E the proposals being taken to manage and 

monitor property performance effectively in particular the areas of benchmarking (national 

and local performance indicators) and energy saving measures. 

• A property disposal programme is being managed to support capital investment within the 

Council including property investment necessary to deliver the AMP action plan. Over £28 

million has been achieved from the Sales Programme in the last 6 years. 

• Disposals for 2006/07 to 2007/08 are significant and will be carefully monitored. The capital 

receipts for 2006/07 is expected to be in the region of £23.9 million. It is more difficult to 

predict the likely level of achievable capital receipts for future years. However, for planning 

purposes for inclusion in the Capital Programme the future estimates have been provided 

and are for Years 2007/08 and 2008/09 are £29.9 million and £12.5 million respectively. 

• As the Council has pursued sales of surplus property vigorously over several years, the 

amount of surplus property available is reducing. 

• In future the implementation of projects in accordance with the Action Plan will have to be 

assessed as part of the LDF Sustainability Process, which will take into account the 

requirements of the European Union Directive on Strategic Environmental Assessments. 

The Office of the Deputy Prime Minister (now known as the Department of Communities and 

Local Government (DCLG)) introduced a requirement for Local Authorities to prepare and submit 

property Asset Management Plans (AMPs) in 2000 (dry run) and 2001 (first full year). AMPs 

submitted to their Government Office in July each year were then assessed as Poor, Satisfactory 

or Good. In 2003 Hillingdon’s AMP received a “Good” assessment. There is no longer a formal 

requirement for Local Authorities to submit AMPs. However, it is considered that there is a 

considerable value to the authority of maintaining this process. In addition the opportunity has 

been taken to restructure the AMP to be more relevant to this Council’s needs and to introduce a 

Property Asset Strategy (Appendix A) as a focus of the AMP. 

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3. PROGRAMMES AND PLAN DEVELOPMENT AND IMPLEMENTATION 

3.1 Gaps in the Provision of Property 

3.1.1 The Council has identified its property related requirements from a wide range of work 

undertaken both at a corporate level and within each Service. This has included: 

• Identification of the maintenance backlog (Appendix F) 

• Asbestos, DDA and Condition Surveys (Appendix J) 

• Suitability Assessments (Appendix J) 

• Consultation with users and stakeholders (Appendix K) 

• Property Implications from Best Value Reviews 

• Property implications from Service Plans and Service Reviews 

This has enabled officers to identify and analyse the gaps between future requirements and 

current provision and performance of the authority’s present property assets. From this analysis 

the need to address the following gaps in property use and performance has been identified: 

Corporate 

• The Council’s Maintenance Backlog for 2006/07 is just under £23.5 million (of which 

approximately £6.17 million relates to the Civic Centre) leading to a need to plan how to 

address this. A figure of £1.45 million of maintenance backlog has been recently identified 

for works relating to the Cedars and Grainges Car Park and this amount has been included 

within the corporate figure of £23.5 million. 

• Continuing to improve levels of utilisation of Council premises. 

• Increasing shared use of property assets through closer working with Partners and the 

voluntary sector. 

• Modernising or disposing of expensive to maintain buildings to improve energy and water 

efficiency and reduce maintenance costs. 

• Extending e-delivery of services and change working practices leading to rationalisation of 

Central and area offices. 

• Appendix C shows the CPA assessment awarded to Hillingdon under Use of Resources 

Judgement by the Audit Commission. To reach level 4 criteria, further work is needed to be 

undertaken which involves:- 

(i) A maintenance plan to address the significant maintenance backlog for the Council’s 

assets. 

(ii) Ensuring external benchmarking is conducted with meaningful results communicated to 

stakeholders. 

(iii) Availability of clear information to identify how asset management has contributed to 

addressing identified gaps in property provision. 

(iv) Development of clearer links between asset management information and relevant 

organisational financial information 

• The need to deliver two entrepreneurs incubator spaces during 2006/07 was identified by the 

First Flight Young Entrepreneurs Programme developed by the Heathrow City Matrix Group. 

The programme was designed to bring particular benefits to the Boroughs of Hillingdon, 

Hounslow and Ealing. Two incubator units at the Hayes College Campus were opened in 

2006. The Council and its partners Uxbridge College, Heathrow City and Mellow Lane 

School are now preparing to develop another fourteen units, a further ten at the Hayes 

campus and four at Mellow Lane School. Funding of £750,000 has been secured from the 

7

London Development Association (LDA), £45,000 from Hillingdon Community Trust and 

£175,000 from Section 106 funds. The total value of the two projects will be £1 million. 

These will provide an opportunity for young entrepreneurs who may be school leavers or 

young people in the community to start their own businesses within a managed and 

supported environment. The additional fourteen units will be available in late Summer 2007. 

Adult Social Care, Health and Housing 

• Social Services is modernising its services as the property portfolio and the model of support 

and care that it supports is no longer considered suitable for delivering modern services. 

The area with the largest in-house provision is services to people with learning disabilities, 

but there is also an urgent need to modernise mental health accommodation provision, older 

person’s day care, day care for people with disabilities, and accommodation in children’s 

services. 

• The Mental Health Modernisation Programme is well advanced with accommodation 

requirements identified and projects underway to modernise Council owned properties. This 

includes the replacement of a hostel and group home with modern self contained 

accommodation on the same sites. 

• The Learning Disabilities Modernisation Programme is also underway but the scale of the 

modernisation required is much greater than the Mental Health modernisation and will 

require substantial capital resources. Officers are working on preparing proposals that will 

make best use of Council and other assets and resources to procure good quality modern 

accommodation for the client group and service requirements. 

• A review of day services is underway and this will result in action plans to modernise day 

services for adult social care clients including older people, people with learning disabilities, 

and people with physical and sensory disabilities. 

• The Department will also be reviewing the process for procurement of temporary 

accommodation for homeless households in order to meet the government’s target to halve 

the number of households in temporary accommodation by 2010. This review will also look 

at the procurement of accommodation for unaccompanied asylum seeking children. 

• The need to modernise services resulted in a project to replace eight obsolete HRA hostels 

with modern homes. The project is progressing with the objective of the sale of a number of 

the hostels on the open market and using the receipts to fund the development of modern 

affordable homes on the remainder of the sites. 

• The Department has carried out an HRA asset review to identify underutilised HRA sites 

including garage courts, amenity and play areas, and the shops portfolio. Sites with 

residential development potential will be included in an asset strategy with the aim of best 

matching up resources to the modernisation programmes and affordable housing provision. 

• The biggest need for new homes is for affordable homes for the 1,800 homeless households 

in temporary accommodation and the circa 8,000 other households who have applied to the 

Council for affordable housing. The Department will continue to look for ways to expand the 

provision of affordable homes utilising, where possible, existing council assets such as HRA 

sites. 

8

Education & Children’s Services (ECS) (other than Schools, which are covered by the 

Schools Asset Management Plan) 

Early Years 

Service improvements are being promoted through partnership working with Sure Start and the 

Health Authority in the development of Early Years and Childcare facilities. Four schemes have 

been completed, Nestles Avenue Children’s Centre, McMillan Early Childhood Centre and 

Harlington Community Nursery and refurbishment of Barra Hall that houses the Sure Start 

Townfield project. A combination of DfES and Local Authority capital funding had been secured 

to cover the costs of the refurbishment. A nursery is to be built at Rosedale College as part of 

the Phase 2 Children’s Centre programme. Cabinet approval is currently being sought for the 

outline Programme and release of capital. 

A programme of renovation and refurbishment at the Borough’s two Early Years Centres has 

commenced and will be funded by external capital funding from Sure Start. 

Children’s Centres 

Hillingdon has to create twelve Children’s Centres by 2008 additional to the already established 

Centre at Nestles Avenue, Hayes. This is a central government initiative and limited revenue 

and capital funding has been allocated. There is a need for additional integrated, community 

based early years services. Lead partners for the individual centres have been identified and 

Member agreement to the approach and the release of capital funding is currently being sought. 

Youth Services 

Hillingdon is committed to creating three young people's centres by 2010.This is in line with the 

Council's stated aim of increasing youth provision and also agrees with emerging national 

government policy as described in 'Youth Matters' requiring local authorities and their partners to 

increase places to go and things to do for 13 - 19 year olds. 

Expansion of the Youth Offending Team, funded in partnership with the Probation Service, has 

led to office accommodation pressures which are currently being addressed. 

Schools 

A number of large sites in the Borough are being developed (or are expected to be developed) 

for housing and the anticipated pupil yield means that there will be a need for additional primary 

school places. 

Environment and Consumer Protection 

• Best Value Review of Outdoor Recreation identified under-funding of the service and a lack 

of stability in its provision. 

• A review of allotments has identified many which are under-used and a need for a range of 

improvements to others. 

• A comprehensive condition and usage survey has identified that some of the Council’s 

surface car parks are unsatisfactory. 

• Environment and Consumer Protection staff are currently split between two main sites, the 

Civic Centre and Harlington Road Depot, but also occupy other buildings across the 

borough. 

• The need for improvements at Breakspear Crematorium has been identified. In addition the 

buildings need significant investment to ensure compliance with the DDA. 

9

Planning and Community Services 

• The Secretary of State's decision in respect of Terminal 5 led to the need to recruit additional 

planning officers for a period of three years. An equivalent decision in respect of a third 

runway (and sixth terminal) could well have the same staff and space consequences. 

3.2 Options for Closing Gaps in Property Provision 

3.2.1 The Council has identified and appraised the options for closing these gaps and is implementing 

its proposals through the Capital Programme and other initiatives as follows: 

Corporate 

• The capital and revenue funded maintenance programmes of £800,000 and £150,000 

respectively provide funding for planning programmes and a reactive contingency. These 

are now being managed on a prioritised basis to ensure that resources are applied where 

most needed. 

• The various asset reviews are also leading to decisions to dispose of some assets and 

redevelop or refurbish others, which will have a significant impact on reducing the 

maintenance backlog, shown by schemes such as the Botwell Green development and 

Hillingdon House Farm. 

• The Council is using Local Performance Indicators on space utilisation and pursuing a 

number of initiatives on re-planning space in the Civic Centre, introducing new methods of 

working (including hot desking and home working) to improve space utilisation. During 

2005/06 it also undertook a Best Value Review of Facilities, which reviewed the use of 

external offices. Utilisation of the Civic Centre has steadily risen from 1610 staff (November 

2003) to 1877 staff (November 2006) By November 2007 the number of staff is expected 

to rise to 2027. 

• Through the continuing development of a Partners Asset Strategy the Council is working 

very closely with Key Partners (Hillingdon Primary Care Trust, Hillingdon Police and the 

Voluntary Sector) to review areas of the Borough where all Partners delivering services can 

do so jointly leading to better service delivery and in a reduced number of assets. 

• As noted in Appendix I paragraphs 4.2 and 4.3 the Council continues to undertake a review 

of asset management within the Property and Accommodation Strategy Group, which is 

being led by the Head of Corporate Property Services (HCPS). This has lead to some 

further assets being identified for disposal or replacement. 

• It is planned that the two “incubator spaces” will be delivered during 2007/08. The funding 

will be partly from the LDA, Uxbridge College and Section 106 resources. The sites will be 

at Uxbridge College, Hayes Campus and Mellow Lane School. The total value of the two 

projects will be £1 million. They will provide training for young entrepreneurs who may be 

school leavers or young people in the community. 

Premises Management 

• The Council is the legal owner of a large number of buildings. The fabric of these buildings 

and importantly the services installations within them are of a wide range of age and 

condition. To ensure these service installations operate safely, effectively and efficiently a 

wide range of service contracts are in operation. 

• Each service contract is designed to provide one or more of three main functions. Firstly, 

they may be required to ensure automatic alarm systems operate when required for example 

fire alarm systems. Secondly they are required to help avoid the consequences of total or 

10

partial failure for example of heating systems. Thirdly, the contract may help ensure the 

installation operates efficiently for example boiler servicing. Importantly the majority of the 

service contracts are required to ensure the Council complies with its statutory 

responsibilities. 

• During 2006/07 a firm foundation has been laid from which improvements in the manner in 

which service contracts are organised and delivered has been made. In this respect the 

Design, Maintenance and Energy Group within Corporate Property Services led a number of 

premises management training sessions for service-based stakeholders/users. The training 

sessions focussed on improving the roles and working relationships of those forming the 

Safety Management Systems (SMS) as such applies to the service contracts. Improving the 

effectiveness of those in the SMS will in itself improve the effectiveness of the contracts and 

the robustness of the SMS itself. It is proposed during 2007/08 to drive further improvements 

in the way the Council manages its premises. These improvements will be delivered by a 

combination of integrated initiatives by managing the service contracts from a dedicated 

premises management team within Facilities Management, rolling-out premises 

management handbooks for each site and centralisation all building related day-to-day 

budgets for management by Corporate Property Services. This latter initiative will enable the 

service day-to-day repairs, statutory testing and follow-on works arising fro the 

testing/servicing to be more effectively prioritised by property professionals. 

Adult Social Care, Health and Housing 

• The Department has reviewed each of its property assets against predicted future needs and 

has identified those in need of reconfiguration or modernisation over the next 5 years. 

• The modernisation of service provision for people with learning disabilities is continuing. It is 

operating under the direction of the Learning Disability Partnership Board, which includes 

representatives from the Primary Care Trust, Parent Carers and partner organisations, and 

has five strands focussing on - 

- Review of Community Team for People with learning disabilities 

- Family support services 

- Challenging needs 

- Day services 

• The overall strategy for accommodation is to work with users and carers to promote 

independence and choice through the provision of smaller houses or flats and encouraging 

as many users as possible to become tenants or even owner occupiers. The process of 

review has started with Bourne Lodge, as it is one of the largest hostels that fits least with 

the Valuing People principles. A council site in Ruislip, Highgrove Annex, has been selected 

for the construction of twelve self-contained units with appropriate care and support. 

Construction of this new scheme should start in 2007 and be completed before summer 

2008. 

• The overall outcome of the learning disabilities review is expected to be a need for fewer 

registered residential care places, a significantly increased community based range of 

accommodation services (from supported accommodation to independent living), much 

reduced building based day centre provision and increased opportunities for socially 

inclusive education, leisure and employment. 

• A review of properties used for mental health residential care and hostel provision has taken 

place and a modernisation programme has been approved and resourced. A group home 

will be demolished and replaced with nine self-contained flats with staff facilities in 2007. 

The modernisation programme includes the demolition of a hostel and its replacement with 

20 self-contained flats with staff facilities. A planning application for this site has been 

submitted and it is intended to start construction of the new scheme later in 2007. A second 

hostel is being used to provide temporary accommodation for clients during the build phase 

11

and will be sold at the end of the modernisation process to help recoup some of the capital 

costs. 

• Older persons’ residential care is now wholly provided by block and spot contracts from 

independent sector providers. In 2003 the Council jointly commissioned, with Hillingdon 

Primary Care Trust and Hillingdon Hospital NHS Trust, the development of additional 

nursing home and intermediate care capacity on a site leased to the provider from the 

Council. This development has increased the proportion of places available to Social 

Services under block contract and has assisted its strategy to facilitate timely hospital 

discharge and also prevent some service users from becoming permanently dependent on 

residential and nursing care following short-term intensive health care. 

• The bulk of the Housing Service’s property assets are considered in the Council’s Housing 

Revenue Account Business Plan. This plan which deals with the housing stock, and the 

shops, garages and other pieces of land located on housing estates, was passed “fit for 

purpose” by GOL. It will be reviewed in 2007. This AMP will consider the Service’s future 

requirements for staff office accommodation and the impact of its development activities on 

the property portfolio. 

• The Council set up an Arm’s Length Management Organisation (ALMO) on 1 May 2003 to 

manage the Council’s housing stock. Hillingdon Homes Ltd has been operating very 

successfully since then in support of the council’s strategic objectives. It achieved a 2 star 

rating on inspection by the Audit Commission in March 2004 and is currently waiting the 

outcome from its most recent inspection in November 2006. Hillingdon Homes is managing 

the Council’s £60m Decent Homes programme and is on target to achieve the decent homes 

standard for Hillingdon’s housing stock in 2008, two years before the government’s 2010 

target. 

• Hillingdon Homes, on behalf of the Council, carried out a review of HRA property. The 

review identified many underutilised sites including garages, amenity and play areas, shops 

and some other non-residential use buildings. One of the key objectives of this review is to 

identify opportunities for releasing underutilised assets to facilitate an increase in the supply 

of homes. This review will now be developed into an asset strategy which will look at how 

these sites can be best used to meet the department’s service requirements, including 

accommodation to meet adult social care modernisation programme and other housing 

needs. The shopping parades were the subject of a separate study and this will form the 

basis for a new strategy for the management of that portfolio. 

• In 2004 a review was carried out of eight hostels in the HRA. The Council’s Cabinet 

approved the redevelopment of these hostels as Phase 1 of the department’s asset strategy. 

Five sites are being tendered during 2007 for partners to redevelop to provide affordable 

housing. Part of one site will be redeveloped to provide twelve self contained flats as part of 

the learning disability modernisation programme, and the remaining sites will be sold for 

open market housing development. 

• An HRA temporary accommodation hostel, Middlesex Lodge, was closed in December 2004 

and the Council is building thirty two-bedroom flats for older people on the site. These new 

homes are due to complete in April/May 2007 and most of the tenants will be moving from 

larger council homes. These new tenants have had a lot of choice in the fit and finish of their 

new homes. The council in conjunction with Hillingdon Homes has been successful in 

attracting additional funding for extending six properties to provide larger homes. The 

homes selected are those under occupied by tenants moving into the new Middlesex Lodge 

development. There was a lot of interest in the new flats being built on the Middlesex Lodge 

site, over 60 households have expressed an interest if there are future schemes of this type, 

and the Council is looking to include similar schemes in its affordable housing development 

programme. 

• Five HRA garage courts have been developed to provide nineteen new council houses. The 

last of these new council homes was completed in February 2006 and they are all occupied 

by households from the Council’s housing register. 

12

• The project to transfer two HRA sites, Kirtlands and Frank Welch Court, an obsolete 

supported housing and sheltered housing schemes respectively, to a housing association to 

support the provision of a new sheltered housing scheme has been delayed because the 

Council and its partner housing association have not been able to secure a site for a new 

sheltered housing scheme. Officers hope progress can be made on this project in 2007, as 

at least three actual and potential residential planning applications that have been identified 

that could provide a new sheltered housing scheme as part of the affordable housing 

planning obligation. 

• The merger of the Social Services and Housing departments has led to much closer working 

between Social Services and Housing to meet the department’s accommodation needs. The 

Department will continue to work with other council departments and partner organisations to 

identify and progress schemes to meet the housing needs of people who require 

accommodation with support. 

Education & Children ’s Services 

Schools (these are within the remit of the Schools Asset Management Plan) 

• The Capital Investment Forward Plan for Schools Modernisation is being updated in 

consultation with schools. The scale of the schools’ maintenance backlog and suitability 

needs continues to be a major challenge in the context of the available funding. During 

2007/08, architectural and structural condition data will be updated for all schools. 

• A wide range of projects to improve school buildings is included in the schools capital 

programme. Examples of completed projects included the new secondary school in Ruislip 

(which opened on schedule in September 2006), a replacement nursery building at Highfield 

Primary School, and the final phase of the expansion of Frithwood Primary School. 

• Hillingdon secondary schools south of the A40 are now scheduled for Wave 6 of Building 

Schools for the Future programme. The Council is due to consider the appointment of a 

Project Director for this initiative. 

• Targeted Capital schemes: In 2005, successful bids were made under the Targeted 

Capital Initiative for major projects at Uxbridge High School, Oak Farm Schools and Bishop 

Ramsey and these projects are now progressing. 

• Extended Schools: In 2007/08 capital funding of £799,000 is to be made available for 

Extended School ‘hubs’ to undertake small capital works in support of the Extended Schools 

core service offer. 

• Children’s Centres – Hillingdon has to create twelve Children’s Centres by 2008 additional 

to the already established Centre at the Hayes Neighbourhood Nursery. This is a Central 

Government (Sure Start) initiative and limited revenue and capital funding has been 

allocated from Government. There is a need for additional integrated, community based 

early years services. A multi-agency steering group are in the process of identifying the 

partners, sites and lead agencies to deliver the Children’s Centre ‘service offer’. 

• A new respite care facility for children with severe disabilities has been built by the Council to 

replace the facility at 21 Copperfield Avenue that did not meet registration standards. The 

new facility called Merrifield, Burns Close, Hayes was completed in November 2006. In 

addition to the respite care facility it has a first floor that is available for compatible service 

uses. 21 Copperfield Avenue may be sold to help meet the costs of building the new facility. 

This will be considered by Cabinet in April 2007. 

13

• The need for a residential home for young people leaving foster care was established 

resulting in the refurbishment and re-occupation of 62 Bedwell Gardens in December 

2005/January 2006. 

Environment and Consumer Protection 

• Green Spaces – Environment and Consumer Protection are responsible for the 

management of the Council’s parks and open spaces portfolio. Hillingdon has the second 

largest area of publicly accessible open space in Greater London. This includes 165 parks 

and open spaces, 101 playgrounds, over 800 acres of woodlands, a National Nature 

Reserve, 37 allotments, 13 bowling greens and a range of sports facilities. Resource issues 

are being addressed by a Parks Improvement Programme. The programme is being 

implemented over a five year period and includes the following improvements: 

- Refurbishment of playgrounds in parks; 

- Refurbishment of sports pavilions; 

- Repairs and improvements to fencing and boundaries; 

- Repairs to footpaths; 

- Improvements to entrances including signage; 

- Refurbishment of hard court areas; 

- Installation of additional benches, and dog bins 

• A prioritised annual programme has been approved. A Green Spaces Strategy has been 

through consultation and has been formally agreed by Cabinet and investment in Parks and 

Open Spaces has been prioritised in line with the views of customers. The Capital 

Programme includes an annual allocation of £250,000 for the duration of the Best Value 

Review to implement these improvement schemes. In addition, Environmental Improvement 

projects are also being addressed via the Chrysalis programme, through which a further 

£900,000 is being made available during 2007/08 

• Allotment Strategy - Service improvements are currently being promoted through 

partnership working between the Council’s Green Spaces Team and the Hillingdon 

Allotments and Horticultural Federation. A joint allotment strategy has been agreed by the 

Cabinet and the condition of each allotment site has been assessed and an investment 

programme drawn up which aims to bring all sites up to an agreed standard to encourage 

greater utilisation. The allotment strategy allows for the rationalisation of allotment sites, 

which has already allowed some land to be released for disposal. 

• Other changes being considered to generate revenue savings are a move to selfmanagement 

of all allotment sites, leasing of bowls greens and a review of management 

arrangements. Options for the disposal of redundant public conveniences sites will also be 

considered as part of the asset review. 

• Car Parks Review - Car Parks – During 2006/07 a comprehensive Car Parks condition and 

usage survey was undertaken, the results of which were reported to PASG. The conclusion 

of the condition and usage survey was that full or partial disposal options should be further 

investigated at 10 car parks. These further investigations are now underway and the results 

of each specific review will be reported to PASG during 2007/08. 

• Additionally, during 2006/07 a structural survey was undertaken of the council’s public multistorey 

car parks in Uxbridge. The survey concluded that both car parks are in relatively 

good structural condition considering that they were built approximately 35 years ago. 

Although not in pristine condition, the defects and shortcomings are relatively minor. 

However, the survey did show that some relatively minor repair works need to be undertaken 

and that a preventative maintenance programme is needed to ensure the car parks 

remained ‘fit for purpose’. Options for funding these repairs works and maintenance 

programme are currently being investigated. 

14

• It is important to recognise that poor public transport accessibility levels exist across much of 

Hillingdon and the proportion of residents in Hillingdon travelling to work by car, at 59%, is 

higher than any other London borough (source: 2001 Census). The need to safeguard car 

parking areas, particularly close to public transport interchanges, is considered to be 

desirable, given the benefit of reducing car-dependency for non-local journeys. 

• Accommodation - Environment and Consumer Protection staff are mostly based in either 

the Civic Centre or at Harlington Road Depot. Some office based staff (approximately 50 in 

total) moved to the Civic Centre in January 2006 and a further 30 staff were relocated to the 

Civic Centre in the second quarter of 2006/07. Staff are also based at New Years Green 

Lane Civic Amenity site, Heathrow Airport, the Breakspear Crematorium, Fassnidge Park 

and the Hillingdon Mortuary. 

• Breakspear Crematorium - A Business Development Plan has been produced for 

Breakspear Crematorium to secure its future whereby additional income generated by the 

Crematorium is ring-fenced and re-invested in the fabric and maintenance of the buildings 

and grounds. The Crematorium has recently been completely rewired; a programme of DDA 

adaptation work is underway. Furthermore, a programme of development works including 

the provision of additional car parking, a multi-purpose hall and the installation of new 

crematory equipment was approved by Cabinet in December 2005 and is currently at the 

design stage. It is anticipated that in 2007/08 planning permission will be granted for these 

proposed works after which construction works will commence 

• Hillingdon Mortuary -The Council’s Mortuary has recently been fully upgraded and the 

Council has entered into a joint partnership arrangement with London Borough of Ealing 

(Service Level Agreement) to provide mortuary and post- mortem services 

• Public Conveniences - In 2006/07 two formerly closed public conveniences were 

refurbished and brought into use. 

Planning and Community Services 

• Uxbridge Lido Sports and Leisure Complex - Following Cabinet approval to phase the 

development of the Uxbridge Lido by accelerating the construction of the Athletics Pavilion 

and Track and associated grounds, Fitzpatrick and Co. were appointed in May 2005 to 

undertake the works. Progress to develop these facilities was on schedule and the Athletics 

Pavilion project was completed in March 2006 and is now fully operational. 

• Alongside this officers have been progressing the development of the Uxbridge Lido Sports 

and Leisure Centre main complex. Planning Permission was granted in June 2005 for the 

development of both the 25m and 50m Pool options. The procurement of the Council’s 

preferred Construction Partner has also been progressed under the 2-stage procurement 

process resulting in the selection of Laing O’Rourke following Stage 1 tenders to progress 

Stage 2. This involves finalising designs to RIBA stage E and drawing up sub-contractor 

tender packages to arrive at a guaranteed fixed price for the development of the 25m Pool 

Option. However, officers were unable to conclude the tender with this contractor and the 

project is being re-tendered. In considering the 50m Pool option officers have been in 

discussion with Sport England to determine whether external funding is available to pursue 

this option. These discussions are close to conclusion with the formal application currently 

being submitted and a response is still awaited. It is anticipated that the application for a 

50m pool will be successful and designs are being developed to include in the tender. 

The construction of the main Uxbridge Lido Sports and Leisure complex is programmed for 

construction to commence in June 2007 with completion for the 50m-pool option by July 

2009 

• Botwell Green Sports and Leisure Centre (previously Community Leisure Facilities in 

Hayes) – A new swimming pool and leisure centre are to be developed here. The planning 

application was submitted in December 2006 with construction anticipated to start in 

November 2007 and completion within eighteen months. This is slightly behind that planned 

15

due to the disposal of Hayes Stadium which was delayed by the potential “call in” of the 

planning application.. The existing leisure facilities are to be disposed of for maximum 

proceeds. 

• The disposal of Hayes Stadium to generate capital receipts to part fund the new Botwell 

Green Sports and Leisure Centre is now proceeding as planning permission was obtained 

after a protracted planning application. Bids have now been received as part of a tender 

exercise and are being recommended to cabinet for approval. The remainder of the funding 

for Botwell Green is obtained from the sale of the site that the existing Hayes pool occupies. 

Any surplus from the sale of the above sites would help to fund other Hillingdon Leisure 

Projects. 

• Brookfield Adult Education Centre - The development of the Brookfield Adult Education 

Centre was completed in September 2005 as a replacement facility for Frays Adult 

Education Centre. The replacement facility was developed due to the inability of Frays to 

comply with DDA regulations and considerable capital cost of introducing these measures. 

A value for money exercise carried out demonstrated the development of a new facility 

funded from the disposal of Frays was more cost effective for the Council in the long run. 

Surplus funds from the sale of Frays is allocated toward the cost of the new Hillingdon 

Sports and Leisure Centre as this new centre is built on part of the enabling land that was to 

fund the new sports centre. Brookfield was completed below the budget allowed and 

significantly below the value obtained from the sale of Frays. 

• Victoria Hall – The redevelopment of Victoria Hall will replace an ageing adult education 

centre on this site and an outdated facility at Ruislip Manor Library. Funding is partly from 

the proposed sale of flats to be built on the Victoria Hall Site and partly from the sale of the 

redundant Ruislip Manor Library site. Construction work commenced in November 2006 and 

is due for completion in October 2007. 

• Cultural Services - The programmed refurbishment of branch libraries has continued. Two 

further buildings, Oaklands Gate and Oak Farm, were improved in 2004/05, including the 

provision of public toilets. As indicated above development of a combined public library and 

adult education centre in Ruislip Manor has commenced. 

The Management Contract for the Beck Theatre was tendered in 2006. Tenders were 

returned from the in-house Arts Service Team and a commercial operator; the contract was 

tendered for a 10-year period. Cabinet in November 2006 decided that the contract should 

go out to re-tender for a fifteen-year period, to encourage other interested parties to tender 

and to secure perhaps better capital investment for the facility. Recommendations on the 

award of a new contract are due to be put to Cabinet in April 2007 with commencement of 

management of the theatre by a new operator expected between April and September 

2007. 

• Manor Farm - Following Cabinet approval in January 2007 to appoint the main works 

contractor the Restoration and Development works at Manor Farm Site, Ruislip are due to 

start in March 2007. The Grade 2* Listed 16th Century Manor House will be fully restored 

and opened to the public. The ground floor will house the new Interpretation Centre, giving 

visitors a chance to delve into the history of Manor Farm. The Grade 2* Listed 12th Century 

Great Barn will be enhanced to expand the range and variety of uses it can suitably support, 

with a permanent interpretation display. The west courtyard outbuildings will be transformed 

into three craft workshops with an additional two workshops under the eves of the Great 

Barn. 

The 16 th Century Little Barn (home to Ruislip library) will be accessible on all levels through 

the installation of a platform lift and by reinstating the earlier main entrance. The site will be 

further supported by new WC facilities. The landscape works will improve the physical 

accessibility of the site and conserve the landscape surrounding the core listed buildings, the 

scheduled ancient monument, and the main approach road to the site from the high street. 

Site interpretation will be delivered through exterior graphic panels, way markers and 

16

welcome panels at site entrances. Exhibition areas in the Manor Farm House and the Great 

Barn will bring Manor Farm’s history to life. 

3.3 An action plan for delivery of the projects identified in paragraph 3.2 has been prepared and is 

included as Appendix B. 

Sales Programme 

3.4.1 Over £28 million has been achieved from the Sales Programme in the last 6 years as follows: 

2000/2001 £8,961,000 

2001/2002 £2,713,945 

2002/2003 £4,031,889 

2003/2004 £3,894,386 

2004/2005 £3,780,000 

2005/2006 £4,909,000 

For 2006/07 approximately £23.9 million will be achieved, the majority of this will be received on 

the 22 nd March 2007. 

3.4.2 It is more difficult to predict the likely level of achievable capital receipts for future years. 

However, for planning purposes for inclusion in the Capital Programme the following estimates 

have been provided for the next two years: 

2007/2008 £29.9 million 2008/2009 £12.5 million 

3.4.3 The actual level of capital receipts achieved each year is heavily dependent on a few major 

schemes involving the regeneration of existing operational facilities for which the capital receipts 

to be generated are largely earmarked. For 2006/07 proceeds from one major disposal 

represents a significant contribution to the total capital received for the whole year. As the 

Council has pursued sales of surplus property vigorously over several years, the amount of 

surplus property available is reducing. 

4. PERFORMANCE INFORMATION 

4.1 A report on performance of the Council’s buildings produced in October 2006 provides a 

comprehensive assessment of maintenance backlog, suitability, accessibility, energy and water 

usage. This will enable decisions on use of property, acquisitions, disposals and investment to 

be based on a complete picture of the state of the Council’s buildings. A brief summary of the 

information provided in the report is set out in Appendix F. 

4.2 Information on the five National Property Performance Indicators (‘PPI’) required by the DCLG 

has been assembled and was reported to the Cabinet member for Finance and Business 

Services in the Performance of the Property Portfolio report in September 2006. These are also 

set out in Appendix D together with the results from previous years and targets for future years 

where applicable. 

4.3 The key points and issues from these performance indicators and comparisons of use of energy, 

water and CO 2 emissions with other similar authorities where possible are made in reports on 

Performance of Property to the Cabinet Member for Finance and Business Services in 

September each year, as well as issues relating to property maintenance, suitability and 

accessibility. This enables recommendations to be made on appropriate action for 

improvements. 

4.4 In order to drive down the maintenance backlog a number of concurrent actions are being 

undertaken within the new Property Asset Strategy - 

17

• The Council's property asset stock will gradually be diminished either through 

replacement, rationalisation or discontinuation of service. 

• The newly centralised maintenance budgets will allow repairs to be undertaken before 

they lead to major disrepairs and will allow some external redecorations via a prioritisation 

process. 

4.5 As noted in Appendix E the energy measures carried out on the Civic Centre approximately 18 

months ago are now showing signs of significant energy and associated financial savings. Water 

savings at Highgrove Pool however have been less than anticipated, which is due to a 

misunderstanding of the maintenance engineer relating to his change of duties with respect to 

the frequency of backwashing. This has now been addressed and monitoring will continue to 

ascertain the performance of the installed equipment. 

5. PERFORMANCE MANAGEMENT AND MONITORING 

5.1 Performance Management and Monitoring arrangements for property assets and services are 

set out in Appendix E. This section covers the Council’s local performance indicators, 

benchmarking and the role and performance of the Estates and Valuation division and the 

Design, Maintenance and Energy division. There are further details relating to the energy 

savings measures that are being adopted as well as results of user satisfaction surveys. 

6. CAPITAL INVESTMENT PROGRAMME 

6.1 The Council’s Capital Programme is determined in the light of the Council’s corporate and 

service plans, Capital Investment Strategy and Framework (CISF) and medium term budget 

strategy (the Medium Term Financial Forecast, or MTFF). In this way future capital investment 

is directed by the Council’s development plans and tied to its revenue budget strategy. The 

Capital Programme is drawn up and monitored as described in the Council’s CISF by the 

interdepartmental Capital Investment Strategy Group. 

6.2 Proposals for capital investment for the period 2007/08 to 2009/10 are set out in the Council’s 

Capital Programme attached at Appendix G. The Corporate Land Review and Sales 

Programme supports this plan and it is recognised that this will need to be given a higher degree 

of priority if it is to contribute to the need for additional capital for later years in the programme at 

the levels given in the above estimates or better. 

6.3 A financial summary of the 2007/08 to 2009/10 Capital Programme is set out at Appendix G, 

with a more detailed illustration of the Property related element for 2007/08. This has been 

devised to meet the Council’s priorities for capital investment in line with its key objectives and 

to work towards closing the gap identified between the current performance of the Council’s 

assets and the Council’s ongoing and future requirements. Whilst resources for the approved 

programme for 2007/08 to 2009/10 have been identified, the resources available to fund 

investment in future years are less certain. Financing is currently based on estimates of capital 

receipts £42.4 million, external funding £112.7 million (e.g. borrowing supported by Government, 

grants from Government departments and third party contributions) and a sustainable level of 

unsupported borrowing £40.3 million. The Capital programme will be approved as part of the 

2007/08 council tax and budget setting process. 

7. ORGANISATIONAL ARRANGEMENTS FOR CORPORATE ASSET MANAGEMENT 

7.1 The Council has established the organisational arrangements for effective corporate 

management of its property assets set out in Appendix I. 

18

8. PROPERTY DATA MANAGEMENT AND CONSULTATION 

8.1 The Council is aware of the importance of developing an effective Property Database and 

Appendix J sets out the steps being taken to develop the Property Database, which has been 

underway since February 2004. 

8.2 The Council also recognises the importance of engaging fully in consultation with its partners, 

customers and members of the public in preparing asset strategies and policies and individual 

proposals for property. Appendix K sets out how the Council has been consulting on property 

matters during the last year as well as detailing future consultation. 

19

APPENDIX A 

COUNCIL’S 1-10 YEAR HORIZON 

One Year Horizon 

Five Year Horizon 

Ten Year Horizon 

• Ensure that Council’s 

annual budgets reflect 

the need for property 

investment. 

• Ensure that property 

management 

procedures are 

followed. 

• Ensure that property 

aspects of service 

plans are jointly 

prepared between 

services departments 

and Corporate 

Property Services. 

• Annually review the 

Council property 

asset strategy. 

• Build on real links 

that have been 

developed with 

property asset 

owning partners. 

• Continue with existing 

major property asset 

reviews. 

• Continue to dispose 

of obviously surplus 

property. 

• Continue to develop a 

soundly based 

maintenance 

strategy. 

• Continue to sse 

collated data to 

inform property 

Performance 

Indicators. 

• Well established 

longer term corporate 

business plan and 

corresponding 

property asset plan - 

this should include 

the Council’s 

approach to owning 

property assets. 

• Reducing property 

holdings as a result of 

tough decisions made 

in accordance with 

the above and the 

delivery of the Asset 

Strategy. 

• Strong partnership 

with key property 

asset owning 

partners and close 

co-operation on 

property asset issues. 

• Improving match 

between 

maintenance needs 

and funding provided. 

• Improving property 

asset stock. 

• Property assets are fit 

for purpose/ improved 

service delivery. 

• Much greater shared 

use and utilisation of 

property assets. 

• Comprehensive 

Performance 

Indicators/data on 

property assets and 

their use. 

• Council plan 

significantly delivered 

and amended 

appropriately to 

reflect changing 

demands. 

• Integrated approach 

to property asset 

strategy/management 

across the Local 

Strategic Partnership. 

• Innovative can do 

approach to property 

asset management 

across the Local 

Strategic Partnership. 

• Much reduced 

property holdings as 

a result of delivering 

the Asset Strategy. 

• Most, if not all, 

Council property fit 

for purpose. 

• Maintenance needs 

fully funded. 

• Services significantly 

improved and much 

increased customer 

satisfaction. 

• At least more flexible 

‘Mixed economy’ 

approach to property 

assets (owned, 

rented, leased etc.) 

20

ASSET MANAGEMENT ACTION PLAN 

Project Project Sponsor Project Manager Officer Team Project Initiation 

Document (PID) 

CORPORATE 

Maintenance Backlog 

(Pg 7 Para 3.1) 

Increased Civic Centre 

Utilisation 

(Pg 5 Para 2) 

Civic Centre Flexible 

Working Project] 

(Pg 10 Para 3.2.1) 

G Edwards D Towers J Rolland 

T O’ Neill 

M Newell 

P McCaffrey 

C Neale S Smith S Smith 

PCT 

C McGloin 

R Bearpark 

P Knapp 

Part of HIP Asset 

Management PID 

PID in place 

Proposed Action 

Timescale 

A Maintenance Strategy is included in the 

approved Property Asset Strategy involving both 

adequate capital and revenue maintenance 2006 -2010 

funding to ensure retained buildings are fit for 

purpose. Annual capital and revenue planned 

maintenance programmes have been developed to 

reduce the maintenance. 

APPENDIX B 

To further increase utilisation in the Civic Centre 

by flexible working achieving a number of further Started Dec 2006 

or relocation together with providing capacity for End March 2008 

the PCT and other strategic partners e.g. Age 

Concern. Programme of moves agreed at CMT on 

20 th Dec 06. 

DDA Programme 

2006/07 

(Pg77 Para 3.1.4) 

DDA Programme 

2007/08 

(Pg 77 Para 3.1.4) 

Harlington Road Depot – 

Disposal 

(Pg 40 Para 5) 

G Edwards D Towers M Newell 

J Rolland 

G Edwards D Towers T O’Neill 

J Rolland 

Cllr. P Kemp 

Cllr. E Kemp 

Others to be 

confirmed 

C Neale B King P Holmes 

C Norman 

Yes Access improvements at Compass theatre, Completion by 31/03/07 

Eastcote library, Minet Country Park, West for BV 156 critical 

Drayton Cemetery and Cherry Lane Cemetery. sites. 

To be finalised 

Yes 

Also some Manor Farm buildings by Consultants. Compass Theatre and 

Manor Farm – Summer 

2007. 

New DDA Consultation team to be set up to Completion 2007/08 

achieve wider consultation under DDA 2005. 

Projects to be agreed. Extent of funding to be 

confirmed. 

A project is in place to examine the feasibility of 

relocating all existing uses from the depot to other 

accommodation, including moving some staff to 

the Civic Centre. HIP flexible working project). 

This is to be funded from disposal of part or all of 

the depot site. 

Completion 2007/08 

The leader has recently instructed Bill King to 

review options for progressing this project.. Block 

K has now been dismantled. 

21



Southhall gas works / 

M White 

M Brough 

No 

development 

G Elliott 

M Smith 

G Edwards 

S Hunt 

M Ranger 


Major Development Project in Southall accessed 

through Council land onto Hayes By Pass. 

Planning applications were received on 28 June 

2005 for works in the borough and in Ealing. 

The developers have withdrawn their appeals 

against Hillingdon’s refusal of planning permission 

for the link roads. 

Timescale 

Ongoing: 

British gas have now decided that two of the 

gasometers can be declared surplus and released 

for development providing a further 8 acres to add 

to the existing site. There is also a likelihood that 

the remaining gasometer could be released within 

10 years. 

The development consortium has appointed new 

Master Planners to produce a new master plan for 

the whole site with a view to a new planning 

application being submitted in December 2007. 

In the meantime the new Transportation 

Consultants are continuing to work on providing 

More information on am ore consultative approach 

than previously adopted. This has involved Ealing 

and Hillingdon Transportation Officers. 

Ealing Council have expressed the view that they 

wish to see the total residential content reduced 

and would certainly be opposed to any increase. 

The suggestion is that this may lead to the 

additional land being earmarked mainly for 

commercial development. 

Land Review and Sales 

Team 

G Edwards M White P Holmes 

J Hodgson 

N Powell 

P Biddiscombe 

H Lawson 

N/A 

Identification and Review of Sites for alternative 

use and disposal and management of the Sales 

Programme to support the Capital Investment 

Programme. 

Ongoing 

22



ADULT SOCIAL 

Separate project PIDS 

CARE, HEALTH & 

(see below) 

HOUSING 

Social Services & 

Housing Asset Strategy 

( Pgs 8 11 -12) 

Learning 

Disability 

Modernisation 

Project 


Merrimans House 


J Maslen N. Stubbings J Maslen 

P Sharpe 

G Edwards 

J Wood 

Z. Dowlut 

J Hodgson 

R Dewey 

T Buadu 

J. Wood 

J Wood 

S Townsend 

S. George-.Puce 

P Stephens 

S Mills 

J Hattam 

J Pring 

J Hodgson 

J Cowan 

E Somers 

T Buadu 

M Briginshaw 

R Dewey 

S McNeil 

Z Dowlut 

S George - Puce 

S Vekaria 

T’O’ Neill 

E Nicholson 

PID in place 

PID in place 


Timescale 

The Service has reviewed all its property assets Start: 2004 

against predicted future needs and the need to reconfigure 

or modernise property. A report to HIP 

Steering Group on 2 November 2004 identified End: 2010 

one year, three year and five-year horizons. 

Further report was considered in February 2005 

and Members were updated. Learning disabilities 

modernisation and mental health accommodation 

and support are now being progressed. The Social 

Services & Housing Asset Management group 

meet quarterly to consider progress on 

modernisation programmes and develop an 

integrated asset management strategy 

The Strategy for Housing, Accommodation, Care & 1-5 years 

Support endorsed by Cabinet (Dec 05) provides 

the framework for modernising services in order to 

deliver national and local priorities to improve Start : 2004 

outcomes for users. There are five interlinked 

projects: 

1. Promoting Independence & Accommodation 

2. Day & Employment Opportunities 

End: 2010 

3. Positive Behaviour Support Services 

4. Bourne Lodge Reprovision 

5. Improving Merriman’s Respite Care Service 

The Learning Disability Modernisation Project 

Board is responsible for monitoring the projects. 

Total refurbishment of the building to provide a 

modern respite service. Contractor is on site and 

work is progressing on schedule. 

Start October 2006 

Completion : May 2007 

3 Colham Road J Wood 

S Townsend 

S Vekaria 


PID to be progressed 

Improvements to meet registration standards 

Feasibility/budget costing in progress 

End March 07 

Merchiston House 

J Wood 

S Townsend 

S Vekaria 



Additional accommodation for day care services. 


End March 07 

23




Timescale 

Review of 

Mental Health 

Supported 

Housing 

Provision 

(Pg 8 Para 2) 

J Wood 

J Pring 

R Standen 

T` Mc lues 

P Cliffen 

B Mahabir 

J Ledhar 

T Buadu 

J Hodgson 

T Caplin 

D Mukasa 

S McNeill 

B Newitt 

W Holyday 

R Dewey 

Look Ahead Housing 

& Care 

PID approved in Sept 2005 The Modernisation Project Board monitors the 1-5 years 

development, coordination and implementation of 

plans to modernise the services at Tasman House 

and Hayes Park House Mental Health Hostels and Start : 2005 

the Mental Health Group Homes including Long 

Lane. Projects continuing in 2007 include: 

• A housing support and care provider has been End: 2009 

selected through a tender process and contracts 

are being agreed; 

• Planning consent obtained Dec ‘06 to redevelop 

Long Lane and work should start on site in 

2007; 

• Planning application submitted Jan 2007 for the 

redevelopment of Hayes Park House. 

Mead House 

J.Wood 

R Dewey 

S Vekaria 



Reception and office improvements 


End March 07 

HOUSING 

Housing Development 

Programme 

(Pg 8 Para 8) 

J Maslen T Buadu M White 

N Powell 

S Morris 

S Carter 

J Lynn 

D Sharma 

PID in place 

Programme developing a number of HRA sites. 

(See separate projects listed below 

1-2 years 

Start: Jan 2005 

End: April 2007 

Middlesex Lodge 

(Pg 12 Para 6 

Pg 90 Para .6) 

T Buadu RLP Consultants RLP Consultants 

ASCH&H 

Corporate Property 

Services 

Hillingdon Homes 

PID in place Building work commenced February 2006 on 30 x 2 Started Feb 06 

bedroom flats and currently scheduled to complete Finish: May 07 

in April 2007. 

24



Frank Welch Court 

replacement project 


T Buadu RLP Consultants M White 

N Powell 

S Morris 

S Carter 

J Lynn 

D Sharma 

PID in place 


2003 Cabinet approved proposal was to sell FWC 

and Kirtlands to finance a new sheltered housing 

scheme. However difficulties in identify and 

securing a site and a legal challenge to the project 

mean that it has been delayed. 

Timescale 

1-3 years 

To be reviewed 

HRA Hostels Review 

(Pg 12 Para 5 ) 

T Buadu RLP Consultants RLP Consultants 

M White 

N Powell 

G Wood 

P Biddiscombe 

C Mulcahy 

PID in place 

Cabinet approved in September 2005 the closure 1-3 years 

of eight HRA hostels and their sale or development 

to provide new affordable homes. 

Start : Jan 2006 

A programme has been agreed for marketing the 

sites, with part of Highgrove and five others being End: May 2008 

marketed for affordable housing and the remaining 

3 to be sold on the open market in 2007. 

HRA Pipeline Sites T Buadu RLP Consultants RLP Consultants 

M White 

N Powell 

G Wood 

P Biddiscombe 

C Mulcahy 

Works to HRA Stock 

(including Decent Homes 

programme) 

(Pg 1 , Para 2 & 4 ) 

PLANNING & 

COMMUNITY SERVICES 

Uxbridge Pool and 

Leisure Facilities 

(Pg 5 Para 5) 

N Stubbings Hillingdon Homes Hillingdon Homes: 

J Whitcomb 

P Dickson 

Other project & 

programme staff 

J.Palmer B King G Edwards 

P Holmes 

J Tippell 

R Pearson 

M Bhimani 

R Buxton 

PID in place (Dec 06) 

PID in Place 

PID in place 

25 

Sites with residential development potential are to 

be identifird as part of the HRA Assets Review to 

be worked up with detailed designs. 

A programme of works to existing HRA stock to 

keep it in safe and good repair; to maintain, adapt 

and improve properties to modern standards and 

levels of amenity to meet housing needs now and 

in the future; and to maintain the value of the stock. 

A key element of the programme is to bring the 

stock up to the Government’s decent homes 

standard by 2008. 

A new stock condition survey is being 

commissioned in 2007 to inform the medium term 

investment plan for the stock post 2008. 

Cabinet approval given to Uxbridge Lido and 

Leisure Complex for both 25m and 50m pool 

options. Construction partner selected. The 

sale of residential development land to fund 

the scheme is nearing completion. It is hoped 

to complete a sale by end of 2006/07. The 50 

metre pool has now been agreed. 

Construction due to start early 2007. 

1-3 years 

Annual adaptations and 

maintenance 

programme 

1-5 years (decent 

Homes) 

End: 2008 

Construction 

programmed to start 

in early 2007.



Victoria Hall, 

J Tippell 

B King 

Ruislip Manor 

J Mitchell 

PID in place 

T Collis 


R Pearson 

S Costa 


The project consists of an Adult Education and 

Library facility with some residential 

accommodation above. Victoria Hall has been 

demolished and construction of the new building is 

underway. On completion, Ruislip Manor Library 

would then be closed and the site sold 

Timescale 

Completion September 

2007 

Beck Theatre 


J Palmer 

Geoff Elliott 

G Edwards 

J Hodgson 

Current management agreements end in 2007. March 2007 

Initial Project team are reviewing options for future 

and an initial report was presented to Cabinet in 

January 2006. Outcome of tender exercise will be 

reported to Cabinet in March 2007 and the contract 

awarded. Handover from current contractor likely 

to be September 07. 

Compass Theatre 

(Pg 77 Pt 3.1.2.5) 

G Edwards T 0’Niell DDA funding Internal and external DDA works, 

Phase 1 on site 

End Aug 07 

Manor Farm 


Geoff Elliott 

Trudi Lee- Daughters. G Elliott 

G Edwards 

C Baker 

Heritage Lottery Funded works. Works being 

reprioritised to achieve an acceptable tender for 

monies available. Tender accepted by Cabinet in 

January 2007. 

Start Feb 2007 

Community Leisure 

Facilities in Hayes 

(Botwell Green) 


J Tippell B King G Edwards 

P Holmes 

J Tippell 

R Pearson 

M Bhimani 

R Buxton 

PID in place 

The planning application has been submitted, 

2-3 years 

design development continuing . Scheme to include 

25m pool, Health & Fitness facilities, Community Start: April 2007 

Library, One Stop Shop. Full size natural turf 

End Dec 2008 

soccer pitch and 2 all weather multi-purpose games 

areas. 

26



ENVIRONMENT AND 

M Worrall 

P Bach 

D Bryant 

PID in place – 06/07 PID 

CONSUMER 

being developed 

PROTECTION 

Green Spaces 



Timescale 

A parks improvement programme has been Up to 5 years 

prepared to refurbish playgrounds, sports pavilions, 

Start : 2002 

paths, boundary fencing hard court areas, 

installation of more benches and dog bins. End: 2007 

Car Parks Review 

(Page 14 Para 5) 

P Bach 

R Clark 

C Norman 

D Towers 

R Nisar 

J Newson 

N/A A comprehensive Car Parks condition and usage 

survey has been undertaken and a number of car 

parks have been identified for part or full disposal. 

The possible development or disposal options for 

these car parks are currently being investigated 

and update reports will be considered by PASG in 

due course. 

Up to 2 years 

Start: Jan 2006 

End Jan 2008 

Breakspear Crematorium 


K Sparks 

J Purcell 

C Norman 

J Purcell 

+ (Specialist 

Consultants) 

PID in place. 

An improvement programme has been approved by 2 years 

Cabinet that includes extending the car park to 

Start: April 2006 

meet increased demand, the replacement of the 

cremators in order to meet Govt air quality targets End: April 2008 

and the provision of a community hall facility to 

address the needs of the Borough’s diverse 

community. In addition a substantial programme of 

work is underway to make the premises fully 

accessible under DDA legislation. The DDA 

programme is likely to require funding over several 

years. 

27

Project Project Sponsor Project Manager Officer Team Project Initiation Document Proposed Action 

(PID) 

Allotment Strategy P Bach 

M Worrall 

PID in place – 06/07 An investment programme has been drawn up to 

S Hunt 

bring sites up to an agreed standard. 


J Hodgson 

Timescale 

Up to 5 years 

Start: 2003 

End: 2008 

EDUCATION AND 

CHILDREN SERVICES 

Children’s Centres 


C Spencer 

Young People’s Centres 

C Spencer 

(Pg 9 Para 4) 

Yeading Inf/Jun schools 

Yeading Junior Sch 

Hillingdon Pry Sch 

C Spencer 

R.Turner 

T Murphy 

V Rogers 

School Governors Headteacher 

C Spencer 

V Rogers 

A Booth 

T O’Neill 

J Hodgson 

To be agreed 

T O’ Neill 

S Vekaria 

T O’ Neill 

S Vekaria 

T O’ Neill 

S Vekaria 

PID for each project (12) will The Council must identify sites for and provide 12 

be developed once sites have Children’s centres. 47 expressions of interest 

been determined. 

were received from a variety of maintained and 

private providers covering most parts of the 

borough. Applicants completed more detailed 

applications and approx 16 were returned by 

Friday 13 January 2006. Officers are now 

entering into detailed negotiations with these 

parties. 

PID for each project (12) will The Council has committed to create three 

be developed once sites have additional young people’s centres. Appropriate 

been determined. 

sites need to be identified and projects 

subsequently developed to realise required 

outcome 

To be progressed 

N/A- school funded 

PID in place 

New dining hall facilities 


Conversion of redundant caretaker’s house into 

Children’s Centre 

Submitted for planning 

Demolition of redundant dining hall. 

Programmed for Mid February 07 

2006-2008 

2007 - 2010 

End March 07 

End March 07 

End March 07 

28



Highfield Sch 

C Spencer 

V Rogers 

T O’ Neill 

PID in place 

S Vekaria 

Harefield Inf Sch 

C Spencer 

V Rogers 

T O’ Neill 

PID in place 

S Vekaria 

Glebe Pry Sch 

C Spencer 

V Rogers 

T O’ Neill 

PID in place 

S Vekaria 


Replacement of life expired modular Nursery 

facilities. 

Into DLP 

Replacement of life expired Nursery facilities and 

associated works. 

Planning in progress. 

Replacement of life expired double classrooms and 

associated works. 

Pre-contraction documentation in progress. 

Timescale 

End November 07 

Forecast end Mar 08 

Forecast end March 08 

Pinkwell Sch 

C Spencer 

V Rogers 

T O’ Neill 

S Vekaria 

To be progressed 

Urgent requirements for temp double classrooms 

and permanent 4 classrooms. 

Feasibility and budget costing in progress. 

Temp classrooms- 

Autumn 07 

Permanent 08/09. 

Hayes Campus 

College Governors H Webster 

T O’ Neill 

S Vekaria 

LDA funded and other grants Construction of 10 business studio units and Forecast end-March 08 

associated ancillary facilities, plus Children’s centre 

Detailed design in progress 

Heathrow Pry Sch 

School Governors 

Headteacher 

T O’ Neill 

S Vekaria 

School funds 

Conversation of part playing field into secured play 

area for younger children. 

Planning in progress 

End- March 07 

Mellow Lane Sch 

School Governors 

H Webster 

T O’ Neill 

S Vekaria 

Section 106/other funding 

source 

Construction of 4 business studio units part of Fight Forecast end March 08 

Flight Young Entrepreneurs programme. 

Detailed design and planning in progress 

29

COMPLETED PROJECTS 



Re-opening of 2 C Norman D Jones 

PID in place 

T O’Neill 

traditional Public 

Conveniences 


Refurbishment of the 

Kings College sports 

pavilion in Ruislip 

Increased Civic Centre 

Utilisation 

(Pg 10 Pt 3.2.1) 

HIP Flexible Working 

(Pg 10 Pt 3.2.1) 

G Edwards 

E Nicholson 

D Bryant 

G Kelly 

G Morrison. 

T Buadu 

G Edwards S Smith R Bearpark 

S Smith 

PID in place 

Joint PID in place 

(FM & CIT one) 


Timescale 

Cabinet agreed to reopen two traditional toilet Completed 

blocks in Ruislip and Hayes to meet local needs. 

A complete refurbishment of the building is 

required. Two traditional toilet blocks in Ruislip 

and Hayes have been refurbished and reopened. 

. 

The complete refurbishment of the sports pavilion 

to provide 3 units of key worker housing, sports 

Completed 

changing facilities and a community hall. – the 

refurbishment was being managed by Property 

Services and has now been handed over to 

ECP. Further work is necessary to market the 

leases of available space on the ground Floor 

and 3 flats on the first floor. A report was been 

drafted to report to cabinet in October 2006 

seeking authority to negotiate a lease of the three 

flats to a RSL who would then sublet the flats on 

assured shorthold tenancies for key workers. 

Negotiations currently in progress with Housing 

Association. 

Space allocation is being re-planned throughout Completed January 

the Civic Centre on a reduced allocation of 6.252006 

sq. m. per person. This, allied to introduction of 

hot desking and home working, is intended to 

raise occupancy levels to 2,000 staff by March 

2006. This will provide accommodation for the 

staff relocations from 855 Uxbridge Road, 

Hillingdon and Harlington Road Depot. 

30



Libraries 

? J Mitchell E. Smyth 

PID in place 

J Rolland 


T ’O’Neill 

Fountains Mill 

m 

Hillingdon Sports and 

leisure Centre. 


C Spencer 

R Pearson 

T Murphy 

C Scott 

A Flux 

C Spencer B King G Edwards 

P Holmes 

J Tippell 

R Pearson 

M Bhimani 

R Buxton 

PID in place 

PID in place for both Leisure 

and running track projects 


Timescale 

Programmed refurbishment of branch libraries Up to 7 years 

has continued. 

Oak Farm library refurbished and DDA works 

Completed May 2005 

completed by May 2005. 

Completed August 2006 

Oaklands Gate Library improved externally with 

new windows and urgent maintenance. Electrics 

upgraded and further external works completed 

November 2005. A lift and complete internal 

refurbishment has been completed. 

Financed from the capital programme. and Grant 

refurbishment and improvements. 

Development of Athletics facilities has been 

progressed separately. 

Cabinet have been advised of a significant 

potential funding gap but have approved final 

tendering of the site and instructed officers to 

review means of reducing the funding gap. 

Completed May 2006 

Track was completed 

Jan 2006 and brought 

into use and handed 

over April 2006. 


Disposal 

Replacement of 

Copperfield Avenue. 


G Edwards N.Powell P Holmes 

C Norman 

R Clark 

C Bamborough M.Rodin M. Rodin 

S Vekaria 

G Calton 

E Somers 

J Hodgson 

N/A Sale completed 4 th October 2006 

PID in place 

New respite care facility is completed Nov ’06 on 

land released from Belmore allotment site and is 

called Merriefields, Burns Close, Hayes. 

1st floor remains vacant as compatible use has 

not been secured 

21 Copperfield Avenue has closed and is due to 

be sold on the open market. 

Start : Feb 2006 

End : Nov 2006 

31



Timescale 


Housing Development T Buadu RLP Consultants Disbanded PID in place, Closure Report New Build Housing on derelict HRA garages site; M&E retention period 

Programme: 

Lavender Rise Queens 

Road 

St Martins Close 

Haymans Crescent 

The Oaks 

in July 2006 

completed and occupied. 

ends Aug 07 

NEW PROJECTS 2007/08 



Capital Maintenance G Edwards M Newell T O’Neill 

TBA 

Programme 

G Eldridge 

P Papworth 

(Pg 41 Pt 9) 


Carry out various maintenance projects to the 

property portfolio (over £10K). 

Timescale 

April 2007 to March 

2008 

Revenue Maintenance 

Programme 

(Pg 10 Pt 3.2.1) 

G Edwards M Newell T O’Neill 

G Eldridge 

P Papworth 

TBA 

Carry out various maintenance projects to the 

property portfolio (under £10k). 

April 2007 to March 

2008 

Hayes Boxing Club J Tippell B King J Cameron 

M Patel 

Drafting 

Moving Boxing Club building to new site as part 

of disposal of Hayes Stadium. Consultant 

Architects now doing design work to making 

planning application. Commence building July 

2007. 

Start: Now 

End: Feb 2008 

32

APPENDIX C 

USE of RESOURCES JUDGEMENT 

33

Use of Resources 

November 2006 

Use of Resources 

Judgements 


Audit 2006

External audit is an essential element in the process of accountability for public 

money and makes an important contribution to the stewardship of public 

resources and the corporate governance of public services. 

Audit in the public sector is underpinned by three fundamental principles. 

• Auditors are appointed independently from the bodies being audited. 

• The scope of auditors' work is extended to cover not only the audit of financial 

statements but also value for money and the conduct of public business. 

• Auditors may report aspects of their work widely to the public and other key 

stakeholders. 

The duties and powers of auditors appointed by the Audit Commission are set out 

in the Audit Commission Act 1998, the Local Government Act 1999 and the 

Commission's statutory Code of Audit Practice. Under the Code of Audit Practice, 

appointed auditors are also required to comply with the current professional 

standards issued by the independent Auditing Practices Board. 

Appointed auditors act quite separately from the Commission and in meeting their 

statutory responsibilities are required to exercise their professional judgement 

independently of both the Commission and the audited body. 

Status of our reports 

The Statement of Responsibilities of Auditors and Audited Bodies issued by the 

Audit Commission explains the respective responsibilities of auditors and of the 

audited body. Reports prepared by appointed auditors are addressed to members 

or officers. They are prepared for the sole use of the audited body. Auditors 

accept no responsibility to: 

• any member or officer in their individual capacity; or 

• any third party. 

Copies of this report 

If you require further copies of this report, or a copy in large print, in Braille, 

on tape, or in a language other than English, please call 0845 056 0566. 

© Audit Commission 2006 

For further information on the work of the Commission please contact: 

Audit Commission, 1st Floor, Millbank Tower, Millbank, London SW1P 4HQ 

Tel: 020 7828 1212 Fax: 020 7976 6187 Textphone (minicom): 020 7630 0421 

www.audit-commission.gov.uk

Use of Resources Judgements │ Contents 3 

Contents 

Introduction 4 

Use of resources judgements 5 

Theme summaries 6 

Financial reporting 6 

Financial management 8 

Financial standing 9 

Internal control 10 

Value for money 13 

Appendix 1 – Criteria which will gain 'must have' status for the next 

assessment 15 

London Borough of Hillingdon

4 Use of Resources Judgements │ Introduction 

Introduction 

1 The annual Use of Resources (UoR) assessment evaluates how well Councils 

manage and use their financial resources. The assessment focuses on the 

importance of having sound and strategic financial management to ensure that 

resources are available to support the Council’s priorities and improve services, 

covering five themes. 

2 This is the second year of carrying out the assessment and our work has focused 

on building on our previous year's work and updating it for any changes and 

improvements to the Council's arrangements. 

3 Judgements will be made for each theme on the following scale which has been 

standardised by the Audit Commission across inspection and performance 

assessment frameworks. 

Table 1 

Standard scale used for assessments and 

inspections 

1 Below minimum requirements – inadequate performance 

2 Only at minimum requirements – adequate performance 

3 Consistently above minimum requirements – performing well 

4 Well above minimum requirements – performing strongly 

The overall score for Use of Resources assessment will be reported to the 

Council by the Audit Commission on 1 December 2006. 

4 In forming our assessment, we followed the methodology set out in the Use of 

Resources Guidance for Councils, 2006 assessment. In particular, in order to 

support scores of 3 and above, we need to consider whether relevant 

arrangements are ' embedded' that is, they have been operating consistently with 

clear outputs and having an impact. For scores of 4 (performing strongly) we are 

required to consider whether, in addition to meeting the descriptors/criteria, 

Councils can demonstrate innovation or best practice that can be shared with 

other authorities. The descriptors/criteria at level 4 have been kept to a minimum 

so as to avoid them becoming unnecessarily prescriptive and limiting. 

5 In relation to future assessments, as outlined in the CPA framework documents 

for 2006 for single tier and county Councils, the status of a number of criteria will 

change to 'must have status'. For information, these criteria have been 

summarised at Appendix 1. In order for the Council to sustain or to improve upon 

its current performance at the next assessment, it will need to take these criteria 

into consideration. 

6 The five theme scores for London Borough of Hillingdon are outlined overleaf, 

with the sub theme scores. The sub theme scores for the 2005 are not shown as 

we only reported at theme level last year. This summary sets out our key findings 

in relation to each theme and key areas for improvement. 


Use of Resources Judgements │ Use of resources judgements 5 

Use of resources judgements 

Table 2 

Summary of scores at theme and KLOE level (KLOE 

scores were not published for 2005) 

Key lines of enquiry (KLOEs) 

Score 

2006 

Score 

2005 

Financial reporting 3 3 

1.1 The Council produces annual accounts in accordance 

with relevant standards and timetables, supported by 

comprehensive working papers. 

1.2 The Council promotes external accountability. 3 

Financial management 3 3 

2.1 The Council’s medium-term financial strategy, budgets 

and capital programme are soundly based and designed to 

deliver its strategic priorities. 

2.2 The Council manages performance against budgets. 2 

2.3 The Council manages its asset base. 3 

Financial standing 3 3 

3 

3 

3.1 The Council manages its spending within the available 

resources. 

3 

Internal control 2 2 

4.1 The Council manages its significant business risks. 2 

4.2 The Council has arrangements in place to maintain a 

sound system of internal control. 

4.3 The Council has arrangements in place that are 

designed to promote and ensure probity and propriety in the 

conduct of its business. 

Value for money 2 2 

5.1 The Council currently achieves good value for money. 2 

5.2 The Council manages and improves value for money. 2 

2 

2 


6 Use of Resources Judgements │ Theme summaries 

Theme summaries 

7 The key findings and conclusions for each of the five themes are summarised in 

Table 3. 

Table 3 

Summary of findings and conclusions by theme 

Financial reporting 

Theme score: 3 

Key findings and conclusions 

The Council achieved the more challenging statutory deadline of 30 June for 

approving the 2005/06 Statement of Accounts, with the accounts presented 

being generally of a good overall quality. However, there was an increase in the 

number of errors that required amending. 

Robust member scrutiny of the accounts prior to their approval and 

presentation for audit suffered as a result of the transition in administration and 

the setting up of the new audit committee. A comprehensive summary of the 

changes made to the accounts following the audit, was submitted to members. 

Improvement opportunities 

KLOE 1.1 The Council produces 

annual accounts in accordance with 

relevant standards and timetables, 

supported by comprehensive 

working papers. 

• Arrangements need to be 

strengthened to minimise the number 

of non-trivial errors requiring 

amendment in the accounts, if the 

Council is to continue to perform 

consistently above minimum 

requirements in respect of this KLOE. 

• Responsiveness to audit queries 

needs to be timely across all service 

groups and this is a new criterion for 

the 2007 assessment. 

• The Council needs to strengthen its 

arrangements for ensuring that the 

accounts are subject to robust 

member scrutiny prior to their 

approval. This should be facilitated by 

member training and a covering report 

detailing all significant issues. 


Use of Resources Judgements │ Theme summaries 7 


KLOE 1.2 The Council promotes 

external accountability. 

• Summary financial statements should be 

informed by the needs of a range of 

stakeholders. Stakeholders should 

include partners as well as citizens. This 

is a new criterion for the 2007 

assessment. 



Financial management 



The Council’s arrangements for compiling its medium term financial strategy 

and annual budget are robust and embedded. Budget monitoring is sound 

and the Council’s swift response to the recent unexpected shortfall in asylum 

seeker funding, demonstrates the effectiveness of its financial management 

arrangements. The Council has good arrangements in place for managing its 

asset base, including a detailed assessment of backlog maintenance and 

replacement of specific assets resulting in savings to the Council. 


KLOE 2.1 The Council’s 

medium-term financial strategy 

(MTFS), budgets and capital 

programme are soundly based and 

designed to deliver its strategic 

priorities. 

KLOE 2.2 The Council manages 

performance against budgets. 


its asset base. 

• The next use of resources assessment 

will include new criteria. These include 

monitoring cash-flow to inform short 

and long-term investment decisions 

and the communication of the key 

messages in the Council’s medium 

term financial strategy to staff and 

stakeholders, as appropriate. 

• Ensure the financial performance of 

partnerships is robustly monitored and 

linked to outputs. 

• Continue to identify operational activity 

indicators that are lead indicators of 

spend and use these in budget setting 

and monitoring. 

• Ensure there are clear plans to 

address the significant backlog in 

asset maintenance of £24m. 

• Ensure external benchmarking is 

conducted with the results 

communicated meaningfully to 

stakeholders. 

• Ensure there is clear information 

available to identify how asset 

management has contributed to 

addressing identified gaps in property 

provision. 

• Develop clearer links between asset 

management information and relevant 

organisational financial information. 



Financial standing 



The Council manages its spending within available resources and was on 

track to achieving its minimum target for its general fund reserve by 31 March 

2006. In fact, due to shortfall in grant income, caused by a retrospective 

change in grant rules relating to leaving care grant for asylum seekers, it had 

to utilise part of its reserve and finished the year with a significantly reduced 

balance. This pressure was outside the Council’s control. In response to the 

pressure, the Council has implemented a recovery programme and plans to 

restore balances to its minimum level by 31 March 2008. 



its spending within the available 

resources. 

• The Council needs to ensure it 

delivers savings plans in order to 

restore balances to its required levels 

by the target date of 

31 March 2008. 



Internal control 



The Council meets minimum requirements in respect of Internal Control, but 

needs to be more proactive in its approach to countering fraud. The Council did 

not have an audit committee in place at the time of the assessment and the 

establishment of an audit committee from November 2006 will play a significant 

part in enhancing and ensuring that the system of internal control is embedded 

across the Council. 

The Council has made progress in embedding its arrangements for risk 

management, recently commencing a staff training programme. It is also 

developing its risk management arrangements to encompass partnership 

working. 

There are opportunities for improvement in the systems of internal control as 

summarised below. 


KLOE 4.1 The Council manages its 

significant business risks. 

• Ensure that risks with regards to 

partnerships are specifically 

considered and that this process is 

embedded in the Council’s 

procedures. 

• Continue the roll out the risk 

management training to appropriate 

staff, enabling them to take 

responsibility for managing risk within 

their working environment. This is a 

new criterion for 2007. 

• Members with responsibility for risk 

management should be provided 

with risk management awareness 

training. 




KLOE 4.2 The Council has 

arrangements in place to maintain a 

sound system of internal control. 

KLOE 4.3 The Council has 

arrangements in place that are 

designed to promote and ensure 

probity and propriety in the conduct 

of its business. 

• Ensure all significant partnerships 

are identified and that appropriate 

governance arrangements are in 

place. This is a new criterion for 

2007. 

• A further new criterion is to assess 

arrangements in place to maintain a 

sound system of internal financial 

control. For example, carrying out 

regular bank reconciliations and 

reconciliations of major feeder 

systems. 

• The Council should continue to 

develop its assurance framework 

mapping the Council’s strategic 

objectives to risks, controls and 

assurances. This assurance 

framework should provide members 

with information to support the 

statement of internal control. 

• The Council should be able to 

demonstrate that the Audit 

Committee is providing effective 

challenge when required and 

effective leadership on governance, 

financial reporting and audit issues. 

• Compliance with standing orders, 

standing financial instructions and 

the scheme of delegation should be 

monitored by officers and any 

breaches identified. 

• The Council should demonstrate how 

it has undertaken an assessment of 

standards of conduct, including how 

effectively members are complying 

with the code of conduct, the number 

and types of complaints received, 

and how it takes action as 

appropriate. 




• The Council should ensure that 

members and staff are aware of the 

need to make appropriate 

disclosures of gifts, hospitality and 

pecuniary interests and that the 

disclosures made are subject to 

regular review. 

• The Council should actively promote 

an anti-fraud culture through 

proactive work against all fraud. This 

should be supported by senior 

officers and members. 

• The Council should actively publicise 

its whistle blowing policy, 

demonstrating its commitment to 

providing support to whistleblowers. 



Value for money 



The Council is meeting minimum requirements in terms of value for money. 

Overall there remains a mixed picture in terms of the relationship between costs 

and the range, level and quality of services provided. Areas of spend which are 

significantly higher than comparable councils are understood and generally 

relate to the local context. Performance has improved in comparative terms 

across a range of services and there have been no significant changes in costs 

between 2004/05 and 2005/06. Significant capital resources are being invested 

in services in need of modernisation, including adult learning disabilities and 

mental health, and this will be needed over a number of years. Investment in 

planning services and youth services has delivered performance improvements. 

The Council is developing its use of comparative data to assess costs, 

performance and the quality of services achieved currently and over time. 

Information on equity is being used particularly when key spending decisions 

are being made. The council is continuing to develop a vfm culture and has 

added a further degree of rigour this year by introducing external challenge to 

the medium term financial forecast. Managers have clear objectives for vfm but 

the strategic framework for vfm is just developing. The council achieved in 

excess of its overall efficiency gain targets and improvements in vfm have been 

achieved from major procurement exercises. 


KLOE 5.1 The Council currently 

achieves good value for money. 

• Strengthen the routine evaluation 

of costs, building on the embedded 

annual service and financial 

planning challenge process. 

• Ensure timescales and outcome 

based targets are set for all new 

investments to clearly demonstrate 

improvements. 

• Improve forecasting and monitoring 

of the revenue implications of 

capital expenditure. 

• Ensure the benefits of partnership 

working are supported by robust 

evidence of impact on their 

citizens, and/or value for money. 




KLOE 5.2 The Council manages and 

improves value for money. 

• Extend the use of benchmarking on 

costs and quality of service to 

assess and improve vfm. 

• Incorporate a more consistent review 

of equity in access to services 

across the community in the 

Council’s approach to vfm. 

• Integrate the Council’s mechanisms 

for monitoring and reviewing the 

delivery of the efficiency programme. 

• Implement the emerging strategy for 

vfm and develop the service 

planning process to incorporate 

service targets based on potential for 

improvement rather than a fixed 

percentage of the budget. 

• Work with LSP partners to develop 

opportunities for joint analysis of 

local needs, planning and 

procurement to improve value for 

money. 

• Develop a corporate framework or 

strategy for external funding to 

ensure alignment with priorities in 

the community strategy and council 

plan. 


Use of Resources Judgements │ Appendix 1 – Criteria which will gain 'must have' 

status for the next assessment 15 

Appendix 1 – Criteria which will gain 

'must have' status for the next 

assessment 

New criteria in bold type ('must have') for 2006/07 assessment 

1 This table summarises criteria that are currently included in the KLOE but are not 

in bold type and do not have 'must have' status, but which will have such status 

for the 2006/07 assessment. 

KLOE 

Summary of criteria 

Financial reporting 

1.1 Requests for information from audit are dealt with promptly. 

1.2 Summary financial information that meet the needs of a range of 

stakeholders is published. 

Financial management 

2.1 There are arrangements for monitoring cash flow. 

2.1 The medium-term financial strategy is communicated to staff and 

stakeholders. 

2.2 Profiled financial monitoring reports are produced within ten days of the 

month-end. 

2.2 The financial performance of significant partnerships is reviewed. 

2.2 There is a training programme in place for members and staff on 

financial issues. 

2.3 A member has been allocated portfolio responsibility for asset 

management and local performance measures in relation to assets 

have been developed. 

Financial standing 

3.1 Collection and recovery of material categories of income is monitored. 


16 Use of Resources Judgements │ Appendix 1 – Criteria which will gain 'must 

have' status for the next assessment 

KLOE 

Summary of criteria 

Internal control 

4.1 Appropriate staff are trained in risk management. 

4.2 Criterion in relation to effective arrangements for internal financial 

control, for example, carrying out regular bank reconciliations and 

reconciliations of major feeder systems. 

4.2 Standing orders, standing financial instructions and system procedure 

notes are reviewed and updated as appropriate. 

4.2 Criterion at level two in relation to business continuity plans as required 

by the Civil Contingencies Act (2004). 

4.2 Governance arrangements are in place for significant partnerships. 

4.3 The Council is proactive in raising standards of ethical conduct among 

members and staff and can demonstrate that counter fraud and 

corruption work is adequately resourced. 


Appendix D 

PROPERTY PERFORMANCE INDICATORS 2003- 2006 

AND TARGETS FOR 2007 * 

*Reported to the Cabinet member for Finance and Business Services in September 2006 in the 

Performance of Property Report. From 2006/07 onwards new National Property Performance 

indicators are being introduced (PPI 2 and PPI 3 are being replaced). 

PPI 1A 

% of gross internal floor space in sq. m. in condition categories A-D* 

(Operational Property) 

A B C D 

Actual 2002/03 14% 58% 25% 35% 

2003/04 17% 50% 22% 3% 

2004/05 13% 40% 44% 3% 

2005/06 16.5% 45% 38% 0.5% 

Target 2006/07 32%(+15.5%) 50%(+5%) 16%(-22%) 2%(+1.5%) 

(Non Operational General) 

Actual 2002/03 1% 13% 86% 0% 

2003/04 3% 21% 76% 0% 

2004/05 2% 21% 76% 0% 

2005/06 2% 21% 75% 2% 

target 2006/07 13%(+11%) 19%(+2%) 68%(-7%) 0%(-2) 

(Non operational Surplus) 

Actual 2002/03 0% 0% 0% 100% 

2003/04 0% 68% 0% 32% 

2004/05 0% 74% 28% 0% 

2005/06 26% 63 0 11 

Target It does not seem appropriate to set any targets for this indicator as if 

properties are surplus it will usually be because they are intended for 

disposal or alternative use. 

A 

B 

C 

D 

Definition of condition categories* 

Good – Performing as intended and operating efficiently 

Satisfactory – Performing as intended but showing minor deterioration 

Poor – Showing major defects and/or not operating as intended 

Bad – Life expired and/or serious risk of imminent failure 

Category 

Proportion of property held 

2003 (%) 

2004 (%) 

2005 (%) 

2006 (%) 

Operational Property 

91 

93 

93.4 

93.75 

Non-Operational 

(General) 

8.5 

6 

5.6 

5.4 

Non-Operational 

(Surplus) 

0.5 

1 

1 

0.85 

TOTAL 

100 

100 

100 

100 

34

Backlog of Maintenance by cost (£) 

Actual Actual Actual Actual Anticipated Target 

2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 

18,470,243 17,198,448 

Operational 18,487,542 

adjusted to 23,066,491* 23,488,754* 25,386,497* 

23,370,351* 

Nonoperational 

General & 

Surplus 

513,753 641,657 651,649 684,231 1,374,000 754,364 

Inclusive of Civic Centre maintenance costs. For 2007/08, £1.5 million relates to Civic Centre 

expenditure. 

Backlog of Maintenance by percentage of Total Asset Value 

Category 2003 2004 2005 2006 

Operational 

Other 

Non-operational 

General 

Non-operational 

Surplus 

11% 10% 4.5% 4.34% 

4% 4% 9.69% 0.23% 

6% 6% 2.03% 0.023% 

35

PPI 2A, B and C 

Internal Rate of Return for 

A. Industrial property 

B. Retail 

C. Agricultural 

In view of the very limited number of properties with a total value of £5m in this indicator, it is not 

considered useful to set targets for IRR which in any event may be subject to market forces over 

relatively short periods of time. Instead, these properties should be individually reviewed to 

determine whether there is a cost benefit or other reason for retention rather than disposal. 

NUMBER 

OBJECTIVE 

2 A, B & C 

To demonstrate the justification in financial terms, for retaining a nonoperational 

– investment portfolio. It will ensure accountability for 

investment decisions illustrating the financial advantages and 

disadvantages of holding/disposing of assets in the portfolio. 

DEFINITION IRR calculated in accordance with DCF techniques based upon a 10 

year projected cash flow period or the remainder of the existing 

property interest, whichever is the shorter. 

INDICATOR: 

Overall average internal rate of return (IRR) for each of the following 

portfolios: (a) Industrial, (b) Retail, (c) Agricultural investment 

property. 

2002 2003 2004 2005 2006 

Industrial 7.41 8.36 9.81 8.75 12.48 

Retail 7.01 10.71 8.84 10.97 9.44 

Agricultural N/A N/A N/A N/A N/A 

The DCLG National PPIs are being phased out after 2005/06 and will be replaced by new PPIs 

devised by The Association of Chief Corporate Property Officers in Local Government. These 

indicators were produced under the National Property Performance Management Initiative. 

(NaPPMI). These will be analysed for the year 2006/07 and reported in September 2007 in the 

Performance of Property report. An analysis was done of these indicators for 2005/06 and these 

were reported to Cabinet member in September 2006 in the Performance of Property report. 

PPI 3 

Total Strategic Annual Management Cost per sq. m. in GIA for the property portfolio. 

Cost GIA Cost/s.m 

Actual 2002/03 281,249 116,845 2.41 

2003/04 277,044 105,094 2.64 

2004/05 259,209 107,657 2.41 

2005/06 276,590 113,397 2.44 

36

PPI 4 A, B, C & D 

A Repair and maintenance costs per m 2 GIA 

£ 

Actual 2002/03 5.27 

2003/04 8.0 

2004/05 7.25 

2005/06 6.75 

Target 2006/07 7.5 

The Council is taking the maintenance backlog very seriously and through a 

combination of capital and revenue budgets, asset disposals and site rationalisations 

the backlog should start to diminish. The new revenue maintenance budget will 

enable minor repairs to be managed at an early stage before they become more 

serious and expensive. 

B Energy Costs per m 2 GIA (gas and electricity – no oil, or solid fuel used) 

£ 

Actual 2002/03 8 

2003/04 8.6 

2004/05 11.59 

2005/06 19.58 

Target 2006/07 34.26 

The 100kW plus electricity contract is to be tendered during 2007 to ensure a start 

date of the new contract for 1 st November 2007. The overall increase in prices 

following the last tender round in 2005 was 42.3% (range between 22.9% & 53.6%). 

Prices are more stable currently but a future forecast of anticipated increase at the 

time of tendering is still 20%. 

The remaining electricity contracts were tendered during 2006 to give a start date of 

1 st October 2006 and came in at an average of 80% above the prices previously 

obtained, an indication of the volatility of the electricity market at that time. It was 

anticipated that the prices would be in the order of 60 % higher. 

Both Gas contracts were tendered during 2006 with a start date of 1 st November 

2006. A 75% increase was anticipated but an overall average increase of 65.42% 

was realised, the range of increase being 41.6% - 90.2%. 

C Water Costs per m 2 GIA 

£ 

Actual 2002/03 1.36 

2003/04 1.34 

2004/05 1.50 

2005/06 1.98 

Target 2006/07 2.02 

Three Valleys Water PLC, the water supplier that supplies water to 99.9% of LBH 

properties, has published a monitoring plan, which includes a pricing strategy for the 

period 2004 – 2010. The proposed increase in prices for the forthcoming period 

2007/08 is +1.5% 

D CO 2 Emissions in terms of carbon dioxide per m 2 

Actual 2003 0.093 

2004 0.0826 

2004/05 0.0775 

2005/06 0.0700 

Target 2006/07 0.0693 

37

PPI 5 A & B 

To measure and monitor the performance of the whole authority in the delivery of capital 

projects in terms of cost and time predictability. This applies to all capital projects 

(excluding highways and IT) over £50,000 where the Local Authority is the sole or major 

partner. 

A Cost Predictability 

% of projects where outturn falls within +/- 5% of the estimated outturn, expressed as a % of 

the total number of projects completed in the financial year. 

No. of Projects % in target 

Actual 2002/03 23 48% 

2003/04 10 68.75% 

2004/05 14 43% 

2005/06 19 26 

Target 2006/07 20 45% 

B Time Predictability 

% of projects falling with +5% of the estimated time scale, expressed as a percentage of the 

total number of projects completed in that financial year. 

No of Projects % in target 

Actual 2002/03 9 62.5% 

2003/04 11 62.5% 

2004/05 14 29% 

2005/06 19 37% 

Target 2006/07 20 45% 

For the 2005/06 measurement of delivery of capital projects nineteen schemes were analysed 

with a total value of just over £6 million. 

National Property Performance Indicator results for 2005/06 continue to reflect a reduction in 

project cost predictability but show an improvement in project time predictability compared with 

2004/2005 figures. 

38

APPENDIX E1 

PERFORMANCE MANAGEMENT AND MONITORING 

1. The Council is a member of the AMP Network and is participating in the National Best 

Value Benchmarking Scheme and the London Authorities Construction and Property 

Benchmarking Club. Information on service performance is annually exchanged with 

colleagues through the Association of Chief Estates Surveyors (ACES) and the Inter 

Authorities Group (IAG). Following analysis of the results received from London Boroughs 

comparison with neighbouring authorities has been made and reported to Members as 

part of the Best Value Review of Property Services. 

2. In addition to the National Property Performance Indicators required to be reported with 

this Plan there is reference to them in Section 3 on Performance Information and in 

Appendix C, it has been decided to collect and compare local performance indicators 

through two Benchmarking Groups. 

3. Both the Corporate Property Strategy Team and the Estates and Valuation Service are 

represented at a “West London Alliance” group, which meets on a regular basis and is 

formed of the West London sector authorities. 

The Estates and Valuation Service carried out a survey of selected tenants, that is shop 

tenants and voluntary sector leasing properties, in July 2006. Questions asked related to 

service delivery in regard to how the properties were managed by the tenants and equal 

opportunities data. The returns analysed showed that for shop keepers 89% were either 

satisfied or very satisfied with the helpful service, and for Voluntary Sector leases was 

80%. 

4. The Council is an active member of the London Authorities Construction and Property 

Benchmarking Club. The Club uses the All Construction Key Performance Indicators 

developed by Constructing Excellence, which provides comprehensive analysis of 

construction projects. Performance is measured from the design stage through to the 

defects liability stage. In addition there are surveys to assess the performance of the 

client, the designer and contractor. Design Maintenance and Energy have adopted a 

range of these indicators to benchmark their projects. A detailed guidance note is 

followed on how benchmarking is measured in the group. Information collected is fed into 

the London Authorities Construction and Property Benchmarking Club (LACP) database 

allowing comparison with other Authorities. During 2006 the Council’s contribution to 

LACP developed further. The Head of Design, maintenance and Energy (DME) was 

elected as a club committee member and Vice–Chairman of the club. The Head of D.M.E. 

will become Chairman of the Club in March 2007. 

5. The Council undertakes regular space utilisation audits of its central administrative offices. 

The results of these space audits is used to inform decisions on accommodation by 

identifying opportunities for improved utilisation of space. A further accommodation audit 

was undertaken in November 2006 which confirmed occupancy at 1,887 staff. However 

occupancy levels are due to increase to around 2027 with staff relocations from Harlington 

Road Depot K block and 855 Uxbridge Road Hillingdon. This will be confirmed in the audit 

due to take place in November 2007. 

6. A local Performance Indicator has also been introduced to measure the amount of surplus 

property, as a percentage of the total GIA of the operational/non operational portfolio, 

excluding schools and housing. 

7. The local Property Performance Indicators the Council has decided to use are set out in 

Appendices E2, E3, E4 and E5. 

39

8. Over the last four years the Council has developed a structured programme to ensure that 

the limited resources available for maintenance are directed to those buildings with the 

greatest need. The formulation of the programme is based on an on-going intelligence 

gathering exercise involving considerable consultation. In effect the programme of work 

agreed in one financial year is based on a prioritised listing formulated in the previous 

year. 

9. These priorities are: 

• Safety – Maintenance work of a health and safety nature which must be undertaken to 

keep a service open. This would include works required to meet the provisions of the 

Disability Discrimination Act. 

• Leaseholds – Maintenance work which must be undertaken to fulfil the Council’s 

leasehold obligations where it either leases out buildings to other occupiers or where it 

leases properties for its own use. 

• Revenue saving – Building Work that could lead to future revenue savings e.g. works 

that are identified in energy audits. 

In February 2007 Council agreed the allocation of £1.6 million to Capital Maintenance for 

2007/08. This allocation has been divided into three elements – prioritised DDA works, 

planned maintenance and a working contingency. Actual proposals are DDA £600,000, 

planned maintenance £500,000, and working contingency £300,000. 

10. The detailed DDA and Planned Maintenance programme will be proposed to Members in 

March 2007 to ensure that the full financial year is available for the works. 

11. The Asbestos Supervisor is providing all asbestos advice where required. He has been 

responsible for the establishment of a measured term contract for asbestos removal, 

which will allow immediate action to be taken if asbestos posing a risk is identified. He is 

also responsible for updating asbestos procedures where this becomes necessary. An 

asbestos review programme is currently under consultation. 

12. The HCPS reports annually on the DCLG National Property Performance Indicators (PPIs) 

and on the performance of the Property Portfolio generally to the officer group. The latest 

report was reported to the Cabinet Member for Finance and Business in September 2006. 

40

APPENDIX E2 

LOCAL PROPERTY PERFORMANCE INDICATORS 

The Council has adopted and measured the following Local Property Indicators: 

1. Gross Internal Area (GIA) of Surplus Buildings as a Percentage all Operational and 

Non Operational Buildings (excluding Schools and Housing) 

For 2005/06 the indicator achieved was 0.8%. 

2. Measures of Utilisation and Running Costs of Civic Centre: 

Year 

Total Cost 

Size Civic 

Centre (GIA) 

No. of Staff 

(Nov) 

Cost per 

sq .m 

Cost per 

Staff 

Actual 2003/2004 £4,724,766 (i) 24,825 1,610 £190.32 £2,934.64 

Actual 2004/2005 £5,040,729 27,272 (ii) 1,747 £184.83 £2,885.36 

Actual 2005/2006 £4,866,660 27,272 1,887 £178.00 £2,579.00 

Actual 2006/2007 £5,134,000 27,272 1,877 £188.00 £2,735.00 

Target 2007/2008 £4,951,000 27,272 2,027 £182 £2,443.00 

Notes 

(i) 

(ii) 

(iii) 

(iv) 

FM costs were reduced in 2003/04 to exclude telephone services, which were 

transferred to the Corporate Contact Centre on 1 st September 2004, and were then 

comparable on a like for like basis with 2004/05 and 2005/06. 

The Civic Centre was re-measured in December 2004 and 2004/05 measurement now 

includes enlarged accommodation for Children’s Services in the Mezzanine offices 

and also some areas not been previously included. 

A Best Value Review of Facilities Management Services was reported to Cabinet on 

28 th April 2005. In a benchmarking exercise involving two other London Boroughs, 

Hillingdon had the lowest Civic Centre FM cost per employee and the second lowest 

cost per square metre. 

LBH originally set a target of 2017 staff to be in the building for 2006/07. However, 

despite successfully relocating 100 staff from 2 sites towards this target, there was in 

fact a net reduction of 10 staff in the Civic Centre between November 2005 and 

November 2006 due to the budget position of the Council which required significant 

revenue reductions and a managed vacancy factor. 

41

CIVIC CENTRE CAPITAL REQUIREMENTS 

SUMMARY OF PROJECT COSTS £000's 

2006/7 2007/8 2008/9 2009/10 2010/11 20011/12 2012/13 2013/14 Total 

Chiller Valve Replacement 12 ~ ~ ~ ~ ~ ~ ~ 12 

Water Tank Replacement 61 ~ ~ ~ ~ ~ ~ ~ 61 

Cooling Towers 285 ~ ~ ~ ~ ~ ~ ~ 285 

Electrical Infrastructure* 100 600 500 ~ ~ ~ ~ ~ 1,200 

Access / DDA ~ ~ 150 150 150 ~ ~ ~ 450 

Roof / Drainage Gulleys 50 50 50 50 50 ~ ~ ~ 250 

WC Modernisation 18 ~ 100 100 100 32 ~ ~ 350 

AHU Replacement ~ ~ ~ 500 200 ~ ~ ~ 700 

Internal Building Fabric ~ ~ ~ 100 ~ ~ ~ ~ 100 

Multi Storey Car Park ~ ~ ~ ~ ~ 600 700 ~ 1,300 

Daylight Lighting ~ ~ 150 150 150 150 ~ ~ 600 

Lift Controls Gear ~ 400 ~ ~ ~ ~ ~ ~ 400 

Window Programme ~ ~ ~ ~ ~ ~ 50 50 100 

Asbestos Removal 1N ~ ~ 25 ~ ~ ~ ~ ~ 25 

Council Chamber refurbishment ~ ~ 200 ~ ~ ~ ~ ~ 200 

External Walk Way Repairs ~ 20 20 20 ~ ~ 20 20 100 

Replace Saltzer Pumps ~ 30 ~ ~ ~ ~ ~ ~ 30 

Exterior Lighting ~ ~ 30 ~ ~ ~ ~ ~ 30 

Balcony Repairs ~ ~ ~ ~ ~ 100 ~ ~ 100 

Fan Coil Replacement ~ ~ ~ ~ 500 750 750 1,000 3,000 

Total 526 1,100 1,225 1,070 1,150 1,632 1,520 1,070 9,293 

Notes: 

(i) *Electrical Infrastructure - only £300K currently approved for 2007/8. Requires approval of £300K 2007/8 and £500K 2008/9 

(ii) 

(iii) 

(iv) 

(v) 

WC modernisation £18K 2006/7 - being funded from Leaders Initiative. 

Suggest Lift Controls be included in 2007/8 program as new supplier has been awarded the lift maintenance contract. 

Council Chamber modernisation provisionally programmed 2008/9 and to be reviewed in the context of Civic Centre redevelopment opportunities. 

Asbestos removal 1 North provisionally programmed for 2008/9. Should be reviewed in the context of the review of the Cashiers service. Removal of Asbestos 

could then be incorporated into future scheme for change of use of premises. 

42

ESTATES AND VALUATION SERVICE – PERFORMANCE INDICATOR RETURNS 

APPENDIX E3 

*Note new PIs and basis introduced during 2005/06 so no target available. Targets are now available for 2006/07. 

INDICATOR 

TARGET 

COMPLETION 

2005/2006 

(Full year) 

ACHIEVED 

COMPL5/2006 

TARGET 

COMPLETION 

2006/2007 

ACHIEVED 

COMPLETION 

2006/2007 

(1.4.06-30.9.06) 

1. Lettings 60% 27% 60% 33% Yellow 

Void commercial 

buildings let within 6 

months of confirmation 

of instructions 

2. Valuation 80% 82% 80% 100% Green 

% of valuations 

completed within 2 

months of confirming 

instructions 

3. Lease renewals 60% 67% 60% 33% Yellow 

% of new commercial 

property lettings cases 


months of renewal date. 

4. Rent Reviews 60% 63% 60% 33% Yellow 

Commercial property 

rent review cases 


months of the review 

date. 

COLOUR 

CODE 

STATUS 

COMMENTS 

(Half Year 2006 Results) 

Six cases dealt within period. When 

dealing with third parties cannot 

always complete cases in the 

timescale expected. 

5 valuations completed. 

Three cases so far in the half-year. 

Successfully working through the 

Voluntary Sector Leasing cases 

however there is difficulty in dealing 

with third parties and other 

workloads. 

Twelve cases dealt with so far. 

43

ESTATES AND VALUATION SERVICE – PERFORMANCE INDICATOR RETURNS 

*Note new PIs and basis introduced during 2005/06 so no target available. Targets are now available for 2006/07. 

INDICATOR 

5. Disposals 

Amount of capital 

receipts achieved in 

each financial year 

against target set for 

that year. 

6. Rent Income* 

Amount of last years 

rent arrears expressed 

as a percentage of the 

total rental income. 

7. Management Costs * 

Percentage of staff costs 

for property 

management against 

total annual rent roll. 

TARGET 

COMPLETION 

2005/2006 

(Full year) 

ACHIEVED 

COMPLETION 

2005/2006 

TARGET 

COMPLETION 

2006/2007 

ACHIEVED 

COMPLETION 

2006/2007 

(1.4.06-30.9.06) 

COLOUR 

CODE 

STATUS) 

COMMENTS 

(Half Year 2006 Results) 

100% 0% 100% 0% Green Programme target set for year and 

so only once year ends will results 

show whether target met. Some 

minor sales have been completed 

already in year. 

New 9.7% 9.5% N/A Yellow Year end not yet arrived to calculate 

the result. 

New 9.76% 10% 4.76% Green Staff costs have been calculated 

and expressed as a percentage of 

the half year rent. Target likely to 

be met. 

44

LOCAL PERFORMANCE INDICATORS AGREED IN 2005 WITH BENCHMARKING PARTNERS. 

APPENDIX E4 

NON OPERATIONAL PORTFOLIO 

P.I.NUMBER DESCRIPTION PURPOSE COMMENTS 

1. Percentage of valuations Provide stakeholders *Ad hoc valuations provided for capital or rental purposes 

completed within 2 months of satisfaction 

*Excludes Right to Buy valuations 

receipt of instructions 

*Period commences from receipt of “official” instruction. 

2. Percentage of Right to buy 

valuations completed with 28 

days of receipt of instruction 

3. Percentage of void commercial 

buildings let within 6 months of 

receipt of instruction 

4. Percentage of capital receipts 

achieved in each financial year 

against target set in sales 

programme for that year 

5. Percentage of agreement of 

new rent cases under rent 

review within 6 months after the 

review date 

* Meet statutory time limit 

* Provide customer 

satisfaction 

*Minimisation of loss of income 

to Council 

*Reduction of expenditure on 

maintaining the property 

To achieve capital receipts to 

meet programme 

Minimisation of loss of income 

to the Council 

*Only relates to valuation (and plan) for formal offer on houses and flats. 

*Relates to vacant “Commercial” buildings only 

*Applies once Cabinet or formal instruction to market received 

*Target for financial year set prior to commencement of that year 

*Substitution or additional sites for disposal is allowed during year with amendment to year 

end target noted. 

*Applies to all properties held on lease (or licence) including land and buildings. 

*Commercial and non commercial property 

6. 

(OPTIONAL) 

Percentage of staff costs for 

property management against 

total rent roll 

Maintain overheads and 

management costs to a 

minimum against total 

achievable 

*Staff costs relates to salaries, overheads, accommodation cost, for staff dealing with 

property management 

*Property management covers all buildings and land leased, licensed, rights granted, etc 

*Total rent roll includes all income, service charges, etc in relation to properties managed 

45

P.I.NUMBER DESCRIPTION PURPOSE COMMENTS 

7. Percentage of rent income 

collected in each financial year 

against that demanded in the 

same period 

8. 

(OPTIONAL) 

Client/Tenant satisfaction 

surveys carried out to assess 

level of service 

Ensure maximisation of income 

due to the Council is received 

to meet budget targets 

*Regular assessment of client 

satisfaction in terms of service 

delivery of property 

management 

*To identify areas of weakness 

and improvement areas 

*Rent income includes service charges and insurance premiums due in the financial year 

*Does not include ad hoc demands for payments e.g. fees, interest 

*Target should be 33.3% of non-internal clients/customers surveyed each year with 20% 

returned 

*Internal customers surveyed each year with 90% return. 

46

APPENDIX E5 

Energy Saving Measures 

1. Energy savings works to the Civic Centre 2004/05 – 2005/06 

The approved measures within the Civic Centre which were the installation of presence 

detectors on Levels 2, 3 and 4 and the replacement of lighting control gear and lamps on 

quadrants 4 North and 4 South, has now been in operation for approximately 18 months. 

As a reminder the expected annual energy savings associated with the lighting works in the 

Civic Centre and water conditioning equipment in Highgrove swimming pool are noted below: 

Fuel Investment KWh/water 

saving 

Annual 

Saving 

£ 

% 

Portfolio 

% Civic 

Centre 

Electric £186,868 451,000 kWh £22,500 3.5 6.4 

Water £7,850 10,500 m 3 £6,000 N/A N/A 

Out of the analysis of annual gas and electricity usage for the key monitoring sites a 

reduction of 2.2M kWh has been identified between 2005 and 2006 consumptions within the 

Civic Centre and equates to a financial saving of £140,000. Whilst it is extremely pleasing 

to note such a saving further investigation is required to substantiate them. Such as carrying 

out a comparison with financial records of actual spend on the Civic Centre’s electricity bill 

for the same period. 

Investigations are still taking place on the water usage at Highgrove Pool because the raw 

data indicates a reduction of water usage there over the last year of just over 1,000 m 3 which 

equates to approximately a £600 saving whilst the costs have increased. 

2. Proposals associated with Energy saving measures 2006-2008 

Taking meter readings on a quarterly basis over the past 21 months has enabled the 

monitoring of gas and electricity consumption in approximately 90% of the Council’s 

operational properties to take place. 

Although the first year of actual meter readings (2003/04), by necessity, required the first 

quarter’s consumption to be interpolated, the following, and current year (2004/05) produced 

a full year of actual meter readings. Similarly at the end of March 2006 the second year of 

full meter readings will have been achieved. 

There was no allocation for energy savings works in the 2006/07 MTFF but in order to inform 

future programmes, 25 key sites (the largest users of energy and water) are being monitored 

during 2005/06 to identify energy and water usage. Energy audits of those properties that 

show signs of inefficiency will be carried out during 2007/08 as more information becomes 

available to ascertain the cause of their inefficiency. If their energy inefficiency is due to 

circumstances that can be rectified by the installation of a suitable energy saving measure 

that provides a reasonable payback, it will be put in to the energy saving work list that will 

create a future investment programme. 

. 

With respect to water, officers are continuing with their enquiries and searches to identify 

guidelines that may exist to help with identifying relative efficiency of water usage within a 

range of building types. 

47

3. A list of key buildings for gas and electricity consumption monitoring showing a comparison 

of both gas and electricity usage in 2005 and 2006 is set out below. The figures shown are 

raw data compiled to add to this report. 

It is good to see significant reductions in both gas and electricity consumption in the Civic 

Centre. Largely over the remainder of the portfolio there are marginal differences in 

consumptions that would be commensurate with normal usage. 

No. Establishment 

(kWh) 

2005 

USAGE (JAN - DEC 2005 /06) 

GAS 

ELECTRICITY 

(kWh) (kWh) (kWh) 

2006 2005 2006 

1 1-3 STANDALE GROVE HOSTEL 162,830 155,503 16,549 17,294 

2 

15 MULBERRY PARADE CHILDRENS 

HOME 63,793 60,922 21,606 22,578 

3 CIVIC CENTRE UXBRIDGE 5,332,280 4,418,250 8,253,000 6,039,400 

4 HAYES END LIBRARY 146,008 139,438 9,770 10,210 

5 HAYES LIBRARY 148,821 159,537 34,594 36,151 

6 HIGHGROVE HOUSE 569,701 544,064 100,816 105,353 

7 HIGHGROVE SWIMMING POOL 2,511,120 2,419,418 771,680 724,920 

8 

MERCHISTON HOUSE, 1 COLHAM 

ROAD 80,653 77,024 30,438 31,808 

9 RUISLIP LIBRARY MANOR FARM 131,975 126,036 68,613 66,074 

10 YEADING LIBRARY 33,703 34,916 22,129 23,125 

11 3 COLHAM ROAD 270,710 258,528 111,687 116,713 

12 BOURNE LODGE 297,321 283,941 110,782 107,680 

13 CENTRAL LIBRARY, UXBRIDGE 218,159 208,341 322,401 336,909 

14 QUEENSMEAD SPORTS CENTRE 228,478 256,760 292,712 288,220 

15 HAYES SWIMMING POOL 2,882,236 2,752,535 510,837 559,877 

16 EASTCOTE LIBRARY 25,761 24,602 41,219 43,074 

17 HAREFIELD LIBRARY 3,546 3,387 12,521 12,070 

18 ICKENHAM LIBRARY 31,066 31,966 18,926 19,778 

19 SOUTH RUISLIP LIBRARY 37,220 35,545 19,678 20,564 

20 NORTHWOOD SPORTS HALL 143,634 151,678 49,352 51,573 

21 CHARLES CURRAN HOUSE 346,088 330,514 12,762 13,336 

22 PEMBROKE CENTRE 202,922 193,791 83,235 81,986 

23 GRASSY MEADOW DAY CENTRE 209,458 200,032 58,673 61,313 

24 SIBLEY COURT No Gas No Gas 550,784 575,569 

25 JAMES COURT 654,105 624,670 102,928 107,560 

48

APPENDIX F 

PERFORMANCE OF COUNCIL BUILDINGS 

A report was prepared in October 2006 and presented to CISG in February 2007 based upon 

performance information collected during the year 2005/06. 

In summary the report: 

• Takes an overview of the Corporate maintenance backlog and whether it is projected to 

increase or decrease in size over the next five years. 

• Identifies those buildings with a maintenance backlog figure in excess of £100,000 and 

whether there is an asset strategy (e.g. refurbishment, redevelopment etc) in place to 

reduce the backlog or those where there are no current plans. 

• Compares buildings of a similar use type e.g. libraries, social services’ day facilities, with 

each other to identify the best and the worst performing buildings. 

• Collects together the available property performance information so that a more thorough 

and informed comparison of each building’s suitability and value is available. Where 

information is available, the overall condition assessment is shown side by side with the 

building’s suitability and sufficiency score, maintenance backlog per m 2 , degree of 

accessibility, energy consumption and carbon dioxide emissions. 

This information is finally collected and presented in a table of ‘traffic light scores’ for quick visual 

reference. Each category of assessment e.g. maintenance backlog per m 2 has a range of 4 

scores, green coloured representing the best, through light green, amber and to red, the latter 

identifying the worst or poorest performing. 

Using the same assessment criteria and scores, numbers are also substituted for colours to 

produce a ‘combined score’. Thus a green traffic light score would score 4 points through to red 

which would only score 1 point. 

Where energy consumption and carbon dioxide emission figures are available, these have also 

been included in the assessment. 

This information can also be used in the prioritisation process in the allocation of future funding. 

49

CAPITAL PROGRAMME 2007/8 – 2009/10 

APPENDIX G 

CAPITAL PROGRAMME SUMMARY - 2007/08 2008/09 2009/10 Total 

Three Year Forecast (2006/07-2008/09) £000s £000s £000s £000s 

Deputy Chief Executive 1,311 604 0 1,915 

Planning & Community Services 18,941 20,202 0 39,143 

HRA 25,886 10,078 9,550 45,514 

Adult Social Care, Health & Housing 6,273 8,746 6,103 21,122 

Ed Children Services 29,749 13,318 13,930 56,997 

Finance & Resources 3,948 2,852 2,402 9,202 

Contingency & Risk 1,281 1,500 0 2,781 

Environment & Consumer Protection 9,901 6,862 1,961 18,724 

Total 97,290 64,162 33,946 195,398 

CAPITAL PROGRAMME 2007/08 PROJECTS 

2007/08 

DEPARTMENT 

£k 

HIP Customer Access & Contact Management 377 

HIP Flexible Working 155 

Disabled and Older People's Priorities 479 

Local Strategic Partnership - PSA Expenditure 250 

HIP e-Delivery 50 

Deputy Chief Executive 1,311 

Chrysalis 943 

Assisted Funding Programme 120 

Manor Farm 2,072 

Hillingdon Sport & Leisure 6,169 

Leisure Development - Botwell Green, Hayes 6,900 

Replacement libraries computer system 146 

Victoria Hall and Ruislip Manor Library Development 2,263 

Introducing IP telephony within Hillingdon Libraries 34 

Manor Farm & new builds fit-outs 194 

PC & other hardware refresh 100 

Planning & Community Services 18,941 

HRA -Decent Homes Works 24,325 

HRA -New Build - 5 Sites 175 

HRA -Cash Incentive Scheme 120 

HRA - Long Lane Learning Disabilities 1,116 

HRA Other Projects 150 

HRA 25,886 

Disabled Facilities Grant (DFG) 1,095 

Private Sector Renewal Grant (PSRG) 753 

Colne Park Caravan Site - Refurbishment Works 246 

Improving Information Management 133 

Mental Health 377 

Learning Disabilities Modernisation Programme: Improving Merriman’s 

Respite Care Service 92 

Enabling Electronic Social Care Record (ESCR) 290 

Learning Disability Modernisation Programme 152 

Service Redesign of In House Mental Health Units 1,709 

Disabled Facilities Grants 976 

50

Colne Park Caravan Site 300 

Learning Disabilities Modernisation Phase 2 150 

Adult Social Care, Health & Housing 6,273 

School Improvement Programme (Modernisation) 5,001 

Formula Capital Devolved to Schools 3,139 

Extension of Nursery Care / Education 1,437 

Children's Centres 2,992 

Investment in Young People's Facilities 234 

Ruislip High School 700 

School Places Provision 1,076 

Schools Access Programme 717 

Fountains Mill 12 

Expansion Haydon 3,581 

Targeted Capital Funding 03/4 expansion post 16 - Abbotsfield 123 

Barra hall Sure Start centre 30 

Targeted Capital -Oak Farm/Uxbridge High 7,758 

Guru Nanak 695 

Integrated Childrens IT System 116 

School Access Prog 226 


Ed Children Services 29,749 

HIP People Management Computer System 526 

ICT Asset Management Strategy 663 

Desktop Refresh 353 

DDA Programme 403 

Property Enhancements Programme 1,003 

Oracle 3 Year Improvement Plan (Yrs 2 and 3) 100 

C/C Electrical Works 300 


Civic Centre Electric Infrastructure 400 

Finance & Resources 3,948 

Contingency 500 

Identified Risks 781 

Contingency & Risk 1,281 

BSP funded by Transport for London 3,992 

Highways Maintenance 1,058 

Street Lighting - replacement of defective columns 303 

Highways Maintenance Additional Programme 250 

Road Safety Programme 253 

Traffic Congestion Mitigation 203 

Streetscene / Street Furniture 261 

Green Spaces Strategy Implementation 250 

Recycling Projects 633 

Breakspear Crematorium 2,000 

Other Environment Schemes 72 

Cedars & Grainges Car park Phase 1 150 

Vehicles 476 

Environment & Consumer Protection 9,901 

Total 97,290 

51

2008/09 

DEPARTMENT 

£k 

HIP Customer Access & Contact Management 202 




Deputy Chief Executive 604 

Chrysalis 900 

Assisted Funding Programme 100 

Hillingdon Sport & Leisure 11,000 

Leisure Development - Botwell Green, Hayes 6,000 

Victoria Hall and Ruislip Manor Library Development 210 



Highgrove Pool phase 2 1,719 

Planning & Community Services 20,202 


HRA - Redevelopment - Middlesex Lodge 500 


HRA - Long Lane Learning Disabilities 28 


HRA 10,078 



Learning Disability Modernisation Programme 1,464 



Learning Disabilities Modernisation Phase 2 3,200 


School Improvement Programme (Modernisation) 4,013 




Expansion Haydon 812 

Targeted Capital -Oak Farm/Uxbridge High 600 


School Improvement Prog 28 

New Young People's Centres 1,000 





Property Enhancements Programme 803 





Contingency 500 

Identified Risks 1,000 

Contingency & Risk 1,500 

BSP funded by Transport for London 3,992 




Road Safety Programme 253 


52



Purchase of vehicles 400 


Total 64,162 

2009/10 

DEPARTMENT 

£k 

HRA -Decent Homes Works 9550 

HRA 9,550 

Disabled Facilities Grants 2,550 

Private Sector Renewal Grants 753 

Learning Disabilities Modernisation Phase 3 2,800 


School Improvement Programme (Modernisation) 3500 

Formula Capital Devolved to Schools 2500 



School Improvement Prog 3,541 

New Young People's Centres 950 


Property Enhancement Programme 803 





Highways Maintenance 300 


Street Lighting 203 

Purchase of vehicles 400 


Total 33,946 

53

CAPITAL PROGRAMME LINKS TO COUNCIL'S KEY THEMES 

APPENDIX G1 

Community Themes Group Title 2007/08 

£000s 

A borough of learning Planning & Manor Farm 2,072 

and culture 

Community Services 

Replacement libraries computer system 146 

Victoria Hall and Ruislip Manor Library 

Development 2,263 

Introducing IP telephony within Hillingdon 

Libraries 34 



Ed Children Services School Improvement Programme (Modernisation) 5,001 


Ruislip High School 700 



Expansion Haydon 3,581 

Targeted Capital Funding 03/4 expansion post 16 

- Abbotsfield 123 

Targeted Capital -Oak Farm/Uxbridge High 7,758 

Guru Nanak 695 



A borough of learning and culture total 29,737 

A safe borough Finance & Resources C/C Electrical Works 300 


Contingency & Risk Contingency 500 

Identified Risks 781 

Environment & Road Safety Programme 253 

Consumer Protection 


Breakspear Crematorium 2,000 

A safe borough total 4,437 

A clean and attractive Planning & Chrysalis 943 

borough 

Community Services Assisted Funding Programme 120 

Finance & Resources Property Enhancements Programme 1,003 

Environment & BSP funded by Transport for London 3,992 

Consumer Protection 






Recycling Projects 633 

Other Environment Schemes 72 

Cedars & Grainges Car park Phase 1 150 

Vehicles 476 

A clean and attractive borough total 9,511 

A borough with Planning & Hillingdon Sport & Leisure 6,169 

improving health, Community Services Leisure Development - Botwell Green, Hayes 6,900 


HRA 

care 


HRA -New Build - 5 Sites 175 

54

Adult Social Care, 

Health & Housing 


HRA - Long Lane Learning Disabilities 1,116 




Colne Park Caravan Site - Refurbishment Works 246 

Improving Information Management 133 

Mental Health 377 

Learning Disabilities Modernisation Programme: 

Improving Merriman’s Respite Care Service 92 

Enabling Electronic Social Care Record (ESCR) 290 

Learning Disability Modernisation Programme 152 



Colne Park Caravan Site 300 

Learning Disabilities Modernisation Phase 2 150 

A borough with improving health, housing and social care total 45,228 

A prosperous borough Deputy Chief 

Executive 


Finance & Resources HIP People Management Computer System 526 




A prosperous borough total 1,797 

A borough where Deputy Chief HIP Customer Access & Contact Management 377 

opportunities are open Executive 


to all 

Local Strategic Partnership - PSA Expenditure 250 


Finance & Resources DDA Programme 603 

A borough where opportunities are open to all total 1,759 

A borough where Ed Children Services Extension of Nursery Care / Education 1,437 


Children's Centres 2,992 


Investment in Young People's Facilities 234 


Fountains Mill 12 

Barra hall Sure Start centre 30 

Integrated Childrens IT System 116 

A borough where children and young people are healthy, safe and supported total 4,821 

Grand Total 97,290 

55

THE LEADER STATEMENT – the way forward 2006/07 and beyond. 

APPENDIX H 

The Council vision is to be: 

“A modern, well managed Council, retaining and improving the character of the borough and 

engaging communities, customers and partners to provide excellent value for money services for 

people of Hillingdon.” 

Key objectives & property implications as set out in the context of seven strategic themes are as 

follows: 

A Borough of learning & culture 

Short Term Medium Term Action/Progress 

New AEC now completed 

Build new adult education facility 

on the Brookfield site, Park Rd, 

Uxbridge 

Continue to progress plans to 

improve library facilities in 


Develop plans for a new 5 a-side 

and fitness facility at Minet 

Country Park. 

Begin restoration work at Manor 

Farm Site and develop the 

design of the heritage 

interpretation centre on that site. 

Build the first phase of Ruislip 

High School. Provide arts 

opportunities for all and deliver 

the arts service Best Value 

Action Plan. 

To open a new combined public 

library and Adult Education 

Centre in Ruislip Manor 

To provide a new sports and 

leisure complex at Hillingdon 

House Farm in Uxbridge 

including indoor and outdoor 

swimming facilities, a fitness 

suite and sports hall and outdoor 

athletics facility. 

To provide new leisure facilities 

in Hayes including swimming 

pool, sports hall, fitness facilities 

and public library. 

Develop and implement a sports 

and physical activity strategy and 

deliver the leisure postinspection 

action plan. 

Complete the restoration of the 

Manor Farm site and open the 

Heritage interpretation centre. 

With Brunel University progress 

plans to establish a heritage 

centre for the whole Borough. 

Open the new 900 place Ruislip 

High School with adult education 

and sports facilities at Sidmouth 

Drive. 

Site works commenced 

Property Services will continue 

to work with P+CS and provide 

support development plans for 

library facilities 

Land sale agreed to provide 

finance for new development. 

Planning application to be 

submitted followed by marketing 

of the site for sale. 

Negotiations will be undertaken 

in liaison with P+CS. 

Site works commence in March 

2007 

First phase of the new school 

opened in September 2006 

including Adult Education 

facilities 

56

A Safe Borough 


Continue the programme of 

upgrading car parks including 

lighting, signage and CCTV to 

make them more secure for 

users. 

Assisted Environmental Services 

with the Review of Car Parks 

and identified development 

potential. 

Ensure rapid, effective and safe 

resolution of all reports of 

dangerous structures. 

Ensure prompt action is taken in 

respect of any Council buildings 

becoming potentially dangerous. 

A clean and attractive Borough 


Ensure the Green Spaces Assist Environmental Services 

Strategy and the Open Spaces when required to implement this 

Strategy are delivered to strategy. 

maximise use of parks and open 

space across the Borough. 

Undertake at least 6 capacity 

building green space 

enhancement projects in 

partnership with local people 

and interest groups. 

Increase from 10 to 14 the 

number of public toilets in the 

Borough. 

Undertake an energy 

awareness audit across 

Partners to identify, promote 

and adopt best practice and set 

targets for energy efficiency in 

2008. 

Deliver measurable 

improvements in energy 

efficiency across the Hillingdon 

partners in areas including 

efficient boilers, low energy 

lighting and improved building 

insulation. 

2 Public toilets in Botwell and at 

manor farm have been 

refurbished.. 

Meter readings are being taken 

for the Council’s 25 most 

important buildings and the 

figures are being analysed and 

benchmarked. 

A borough with improving health, housing and social care 


Secure new affordable housing 

through planning obligations. 

Increase the supply of low cost 

home ownership and affordable 

rented homes for local 

households. 

Redevelop through partnership 

5 HRA hostel sites to provide 33 

new affordable homes 

Develop new affordable homes 

for local households utilising 

HRA property assets. 

Enter into agreement with 

housing association(s) to deliver 

new homes on to the HRA hostel 

sites. 

Determine housing development 

potential of underutilised HRA 

sites. 

57

Deliver Phase 1 of the Mental 

Health Modernisation Strategy 

by building 9 new self contained 

flats at 291 / 293 Long Lane. 

Commission and deliver Long 

Lane Construction. 

Ensure the delivery of 12 new 

supported housing flats for 

adults with learning disabilities 

on the Highgrove Annex site 

Continue to deliver the Mental 

Health Modernisation Strategy 

by developing up to 20 new self 

contained flats at Hayes Park 

House 

Continue to deliver the Learning 

Disabilities Modernisation 

Strategy, by identifying and 

securing opportunities to deliver 

new accommodation. 

Secure planning permission and 

commission redevelopment of 

Hayes Park House. 

Deliver the new homes on the 

Highgrove Annex site. 

Prepare proposals for delivering 

Phase 2 of the accommodation 

modernisation strategy. 


care and sheltered homes for 

older people. 

Introduce a range of methods to 

support older people to live 

independently in the community, 

which promote social inclusion, 

including increasing the number 

of extra care units specifically 

for older people with dementia 

to a minimum of 5% (6 number) 

of the total extra care units 

available. 

Develop proposals for learning 

disabilities day services 

modernisation 

Increase the number homes for 

older people in line with 

identified demand. 


care units specifically for older 

people with dementia. 

Develop proposals for older 

people’s day services 

modernisation 

Commission and deliver new 

sheltered and extra care 

schemes as part of the housing 

development. 

Assist Social Services and 

Housing to identify and develop 

options for provision of extra 

care units for older people with 

dementia. 

A prosperous borough 


Complete feasibility study and 20 new businesses created as Property services will assist in 

business plan to release occupants of the Hayes business the provision of advice and 

London Development Agency occupation units. 

negotiation as required. 

(LDA) capital funding for 

construction of business 

incubation units in Hayes. 

Finalise plans and strategy for Demonstrable improvement and Work with Planning and other 

improving Hayes town centre in significant regeneration of Hayes services to bring forward options 

partnership with key 

stakeholders. 

town centre. 

for regenerating Hayes Town 

Centre. 

Proposals for new construction 

training initiative being pursued. 

Provide property advice and 

negotiations as required. 

58

Work with partners to secure a 

firm plan for the redevelopment 

of the Hayes Station site. 

Plan now in place. Funding 

secured. Project scheduled to 

commence Summer 2007. 

Completion February 2008. 

Greater involvement of local 

business and the local workforce 

in airport related business. 

Lobby Transport for London and 

Mayor’s Office for investment in 

transport infrastructure in the 

borough. Major improvements 

made to Hayes Station. 

Continue to argue the case for 

extension of the Central Line to 

Uxbridge and the benefits of 

linking the West London Tram to 

the Hayes Transport Hub. 

Provide property advice and 

negotiations as required. 

A borough where opportunities are open to all 


Customer access for Council and Facilities Management to let or 

some public services to include: negotiate appropriate contracts 

A contact centre offering extended for works 

opening hours 

A Hillingdon one point service 

reception, 

Local service delivery points 

providing local customer access 

Improve and refurbish main 

reception (phase 2) and 

improve access 

arrangements for the public 

(phase 3) as part of HIP 

Review the use of 

community and other 

facilities in particular the use 

by minority groups, including 

older people and take action 

to encourage wider usage as 

appropriate. 

Ensure that use of community and 

other facilities is maximised and is 

available to all groups in Hillingdon. 

Negotiate leases to community 

groups as required and in 

accordance with Voluntary 

Sector Leasing Policy. 

A borough where children and young people are healthy, safe and 

supported 


Ensure that four children’s Establish eight additional children’s Capital programme being 

centres are fully operational centres. 

managed in-house. 

to provide multi agency 

services to children aged 0 

to 4 years and their families 

in their local 

communities. 

59

APPENDIX I 

ORGANISATIONAL ARRANGEMENTS FOR CORPORATE ASSET MANAGEMENT 

1.0 Strategic Framework 

1.1 ‘Making a Difference’ is the council’s strategic plan for 2006/07 and beyond. This sets out the 

council’s vision, values and the themes from the community strategy developed by Hillingdon 

Partners to improve the co-ordination of public services and to reflect the needs and 

aspirations of the diverse local community. Group and service plans show how groups 

contribute towards achieving the vision, themes and targets within the council plan. These 

feed into annual team plans and individual officers’ Employee Performance Plans so that all 

staff are aware, in a way appropriate to them, of how they can contribute to the achievement 

of the council’s long term aims and the delivery of the community strategy and council plan. 

The concept of the golden thread is used to monitor consistency through all levels of the 

planning process. 

1.2 ‘Working Together for a Better Future’ 2005-2015 Hillingdon’s community strategy was 

published in June 2005. It was developed with the Council’s partners in the Local Strategic 

Partnership to provide a vision for the future. The strategy was developed after listening 

carefully to the views of local people, most notably at the Community Conference held in 

June 2004. The strategy is a series of short, medium and long term targets and goals for 

our community. These have been pulled together in seven themes, as follows: 

• A borough of learning and culture 

• A safe borough 

• A clean and attractive borough 

• A borough with improving health, housing and social care 

• A prosperous borough 

• A borough where opportunities are open to all 

• A borough where children and young people are healthy, safe and 

supported 

By working together and coordinating action in these seven key themes, the Hillingdon 

Partners hope to improve the quality of life for all those who live and work in the borough. 

Eighteen of the nineteen joint community projects identified at the start of 2004/05 by 

Hillingdon Partners have been successfully completed. 

1.3 The Council Plan, published in June 2005, identifies seven core values: 

• Achieving excellence 

• Involving stakeholders 

• Valuing staff 

• Working in partnership 

• Promoting sustainability 

• Promoting diversity 

• Working as one council 

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1.4 The Council vision is to be: 

“A modern, well managed council, retaining and improving the character of the borough 

and engaging communities, customers and partners to provide excellent value for money 

services for the people of Hillingdon.” 

1.5 The key objectives contained in the Leader’s Statement in the Council plan detail how this 

vision will be delivered in the context of the seven themes in the community strategy and 

the council’s core values. These objectives have been analysed to identify Property 

implications which will be addressed in the Corporate Property Services Service Plan as 

shown in Appendix H. The top priorities for Corporate Property Services include: 

• Reducing the cost base and increase Value for Money of property assets 

• Identifying and promoting proposals to improve joint use of assets 

• Continuing to review all non-housing assets to see if fit for purpose 

1.6 To enable the Council to maintain its focus on the things that matter to the Council and to 

its communities the Council has established a planning framework ‘The Hillingdon 

Framework for Improvement’ based on four dimensions: 

• Serving our customers and community 

• Achieving value for money 

• Strengthening partnership, planning and performance 

• Building a culture for success 

The framework ensures that as a council we deliver Hillingdon's community themes 

through serving our customers and communities, achieving value for money, working in 

partnership, and by supporting and valuing our staff, enabling us to build capacity for the 

future. The framework is a planning tool, which helps us to stay on track. 

2.0 Strategic Asset Management 

2.1 Responsibility for Property Management and the co-ordination of the Capital Programme 

in Hillingdon has been allocated as follows: 

2.1.1 The Head of Corporate Property Services (HCPS), Hillingdon’s Corporate Property Officer 

(CPO) for AMP purposes, is responsible for: 

• Strategic Asset Management 

• Exercise of the Corporate Client role for the Council in relation to its property 

holdings 

• Management and procurement of professional property services 

• Day to day property management of the Corporate and Non-Operational Estate 

• Facilities management of the Council’s operational portfolio 

These responsibilities however exclude the Housing Revenue Account (HRA) and 

Schools. 

2.1.2 Group Directors are responsible for the day-to-day management of operational properties 

used to provide services for which they are responsible. 

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2.1.3 The Director of Finance and Resources is responsible for co-ordination of the Capital 

Programme. The Cabinet Member for Finance and Business Services, has delegated 

authority to recommend to the Cabinet on the Asset Management Policy and Plan and 

Capital Strategy for the best use of the Council’s land and property in consultation with 

Service portfolio holders. The HCPS reports to the Cabinet Lead Member on property 

matters and meets with him on a fortnightly basis. He is also responsible for submission 

of all required property reports to both the Cabinet Member and to Cabinet. 

2.2 The Corporate Property Strategy Manager (CPSM) and HCPS jointly chair the Property 

and Accommodation Strategy Group (PASG). The CPSM takes the lead on agendas 

covering property issues, allocation etc. whilst the HCPS leads on developing Asset 

Management Strategy and Policies. PASG comprises representatives from the Assistant 

Chief Executive’s Office, Corporate Property, Corporate Finance, Facilities Management 

and the Service departments (Social Services and Housing, Education and Childrens 

Service, Planning and Community Services and Environment and Consumer Protection). 

The PASG acts as a high-level forum at which property matters can be discussed. It 

reports to the Capital Investment Strategy Group (CISG), which is responsible for the 

development of asset management in the Council and in turn reports to the Council’s 

Corporate Management Team. The HCPS is a full member of the CISG and ensures that 

the implications for property and the contribution assets can make to each proposal in the 

Capital Programme are fully explained. The AMP development is now a major function of 

the PASG. This enables close consultations with Services and their input to the Plan. 

The formal terms of reference for both CISG and PASG explicitly refer to these groups’ 

responsibilities for strategic management of property and for PASG “To establish and 

update an AMP”. Whilst PASG has responsibility for developing the AMP, CISG is the 

officer forum responsible for its approval. This AMP has been considered by both CISG 

and PASG. 

2.3 CISG meets at set dates approximately 12 times per annum to deliver a work programme 

agreed by the Management Board of the Council, which includes addressing specific 

issues, improving processes, and, importantly, at the appropriate time in the budget cycle, 

the assessment of capital bids submitted by Service Groups. Such bids need to conform 

to service plan priorities and the agreed Capital Strategy. An option appraisal is required 

for each submission to demonstrate the viability of the proposal. The CISG recommends 

a 3-year programme of Capital Investment to Cabinet. Once approved, the Group then 

monitors performance of the Programme and all projects within it in detail through the 

Group Project Board and reports quarterly on the performance of the Capital Programme 

to Cabinet. 

2.4 The Council’s property assets are held corporately but when in use for operational 

purposes are managed by the appropriate Service. The roles and responsibilities of the 

HCPS for asset management have been communicated to all Services through regular 

meetings of the inter-disciplinary groups (CISG and PASG) and meetings with each 

Service’s Management Team. All reports to Cabinet or Cabinet Member having potential 

property implications are required to be referred to Property Services for input of any 

relevant property advice. 

2.5 Both Service based and Corporate asset reviews have been undertaken to identify the 

needs and opportunities for change in the provision of services and consequent changes 

in the use, size, location and condition of property used to support provision of services. 

2.6 The Council has undertaken a number of Borough wide reviews to identify underused and 

surplus properties in addition to the service based asset reviews to which the above 

refers. These have achieved significant levels of capital receipts for reinvestment in the 

capital programme. The principal aim of the Sales Programme is to provide the Council 

with a substantial level of capital receipts to support the capital programme contained in its 

Capital Investment Strategy (CIS). 

62

2.7 Sites identified as being suitable for change of use or disposal are referred to the Property 

and Accommodation Strategy Group and the following matters considered: 

For the Service currently managing the property – 

Can the property be released for alternative use or disposal and what consequent 

relocation requirements would need to be met, if any? 

For all Services – 

Is there a service or Council requirement that could be met from re-use of the property? 

What impact, if any, would the sale and/or development of the property have on each 

service? 

2.8 In addition any Group wanting to change use of a property takes it to PASG for an 

assessment to be made of any competing internal bids and an assessment of the 

opportunity cost of selling the property on the open market. 

2.9 Sales Programme progress is monitored at monthly meetings of the Land Review and 

Sales Team and forecasts of capital receipts achievable are taken into account by CISG in 

reviewing the capital programme. 

2.10 Appendix I1 sets out the Council’s top management structure, the reporting lines of these 

Groups and the terms of reference of PASG. 

3.0 Comprehensive Performance Assessment 

3.1 In the 2006 Comprehensive Performance Assessments, the Audit commission in its 

assessment of Hillingdon’s performance considered it to be a council that is improving well 

and demonstrating a 2 star performance. Progress in the area of asset management was 

demonstrated by retaining the CPA score of 3 for Use of Resources overall and for the 

financial management component which includes property asset management. Feedback 

received from the Audit Commission is now being used to analyse gaps in performance to 

bring about a top score of 4 against the relevant key lines of enquiry for property asset 

management in 2007. 

4.0 Project Management 

4.1 The Council has adopted a Project Management approach, developed by the HIP Project 

Management Group and monitored by the corporate Project Support Office. All capital and 

revenue projects with a value in excess of £50,000, or others of a sensitive nature, are 

managed in accordance with the Council’s Project Management handbook. The procedures 

are now also process-mapped on Horizon. In each case the Project Manager presents a 

Project Initiation Document and Approval Form. For Corporate projects this will be 

considered by the Council’s Management Board, for projects solely within the responsibility of 

Service Departments by the Departmental Management team (DMT). Projects requiring 

capital resources are submitted to DMT and if approved referred to CISG for corporate 

consideration. Priority is given to projects that address the Council’s key themes and 

corporate priorities. All projects are required to have clearly defined output/outcome targets 

when submitted for approval. All Corporate Property Services staff have attended training 

seminars on the project planning and delivery methodology to be employed have taken place 

and refreshers continue to be provided. 

5.0 Options Appraisal 

5.1 When it has become clear that there is a priority need to invest to achieve either 

Corporate or Service improvements an option appraisal approach is adopted on the 

following basis: 

63

5.2 An officer team with an Executive Sponsor and Project Manager is formed and project 

plan prepared in accordance with the Council’s Project Management scheme initially 

defining the current shortcomings and objectives for improvement. 

5.3 The team identifies all possible options to address the need for improvement including do 

nothing, traditional forms of procurement, PFI etc. All stakeholders and service users, staff 

and members are consulted to seek their views on the Service and need for improvement. 

An initial analysis of alternative options is undertaken, including assessment of 

appropriate costs and values and decisions taken on which options to explore more fully. 

The preferred two or three options are then explored in more detail to fully establish likely 

costs, sources of funding and benefits of Service improvements. 

5.4 The resulting fully costed appraisal with projected output/outcome targets is then reported 

to PASG in the case of property related projects and then to the CISG to consider in the 

context of the overall Capital Programme. If a preferred option is identified and agreed at 

this stage this is then reported to Cabinet for approval. 

5.5 Options appraisal is also employed when disposal of a property is being considered. For a 

property asset that is no longer required for its original service use these options will 

always include - 

i) holding in case of future service requirement, incurring minimum possible expense 

in securing and maintaining 

ii) 

iii) 

iv) 

holding in case of future service requirement, with temporary letting to generate 

revenue to contribute towards cost of upkeep 

disposal, in existing condition with current permitted use 

use for an alternative service purpose, investment may be necessary to obtain 

planning permission for change of use, for physical alterations to the building and to 

address urgent backlog maintenance 

v) review of development potential, possible planning application for a change of use 

to enable letting at a higher value or sale for redevelopment 

vi) 

review of the property’s relationship to other property assets and the potential for a 

wider redevelopment in partnership with the private sector or public sector partners 

5.6 If the options appraisal supports disposal of the property asset a report will be made to 

Cabinet. Cabinet will need to approve the decision to declare the property surplus and 

determine the method of marketing to be used to achieve a sale. Alternative options may 

not require Cabinet approval prior to their implementation. Corporate Property Services 

offer advice on the necessity for reports and take responsibility for their drafting. 

6.0 Best Value 

6.1 Property Services was the subject of a best value review in 2001. Implementation of the 

resulting action plan led to a number of changes to the service in particular: 

• A strengthened Corporate Property Strategy Division to lead on development of 

strategic management of the Council’s assets 

• Development of the AMP to better meet Hillingdon’s requirements 

• Adoption of Property Standards and Procedures 

• Development of an integrated property database 

• Implementation of project management procedures 

64

• A programme of surveys for DDA access audits and asbestos audits has been 

completed and a rolling programme of building condition surveys is in place 

• A number of service asset reviews have been completed and a programme agreed 

for those remaining 

• A revised Voluntary Sector Leasing Policy endorsed by Cabinet 

6.2 In 2004 the Audit Commission undertook a follow up review of Asset Management to 

review progress made since 2001. Their conclusion was that the majority of the 

recommendations made at that time have been fully implemented. Five recommendations 

for further improvements to asset management processes were made all of which have 

been agreed and have been implemented. 

6.3 In 2003 the Council approved a Best Value Review of Procurement including a 

procurement improvement plan. This entails taking a corporate view of procurement 

issues and has involved a shift in emphasis from accepting lowest price to examination of 

whole-life costs and establishing longer term objectives to secure overall best value. 

6.4 A best value of Facilities Management (FM) has been undertaken and was presented to 

Cabinet in April 2005. A key finding was that the split of FM functions for the Council office 

accommodation between the FM function and the Design, Maintenance and Energy team 

(DME) in Corporate Property Services needed to be addressed. Cabinet agreed to the 

transfer of ‘day to day’ operational responsibilities for minor maintenance works into a 

single FM function enabling DME to concentrate on programmed maintenance works. This 

change was implemented immediately with two staff transferring to FM from DME. Cabinet 

also agreed that a single integrated FM Structure should be created to cover the 

management of FM services (Maintenance, Catering & Cleaning) at the sites covered by 

the review. In addition to the Civic Centre other sites such as Queenswalk, Harlington 

Road Depot, Hayes One Stop and libraries have been introduced throughout 2005/06 and 

common FM Standards for Building Maintenance, Cleaning and Catering services have 

been developed. 

7.0 Corporate Accommodation Strategy 

7.1 The Council has adopted a Corporate Accommodation Strategy. The key objectives of 

the strategy are to: 

• Ensure that the Council meets its health and safety obligations in respect of its 

staff 

• Review the requirement for offices at each location and the potential for making 

savings by reducing running costs 

• Reduce the need for buildings by introducing new ways of working and moving to 

smaller service outlets with more staff concentrated in centralised facilities 

• Maximise the use of space and modernise facilities within retained sites 

• Provide property in more innovative ways to release capital assets to upgrade 

facilities, whilst bearing in mind the practical considerations of increased revenue 

streams 

7.2 In implementing the Corporate Accommodation Strategy the Council is making more 

effective use of its central Civic Centre offices by planning space allocation around an 

average of 6.25 sq. m. per employee and reducing, wherever possible, use of outstations 

thereby reducing outgoings on other buildings. This has been complicated by the growth 

in staff numbers in a number of services. The resultant substantial staffing moves 

undertaken and planned have required investment to provide up to date workstations and 

meet modern health and safety standards. The net effect has been a 37.8% increase in 

the number of staff accommodated in the Civic Centre over a 4-year period and a 

reduction in annual property costs in a full year of £106,000. 

65

7.3 The Civic Centre is now over 25 years old and the cost of improvement work to bring the 

building up to acceptable standards, modernise the infrastructure and replace life expired 

fixtures, fittings and plant is likely to be in excess of £10 million. In addition, life cycle 

costs for replacing major building components over the next 10-15 years have to be 

considered. 

7.4 Existing Libraries have been identified as a resource which could be used to perform a 

wider role to enhance a mixture of mobile working and flexible working with touch down 

centres and improved access by the public to Council Services locally to contribute to the 

Implementing Electronic Government Statement (IEGS) Strategy. Access Points have 

been set up at three libraries, staffed by customer contact centre staff once a week. When 

they are not staffed, customers can use the PC provided to access online services via the 

council website, Report It cards to put reports in writing or use a telephone connected to 

the council's contact centre during office hours. 

7.5 Further initiatives likely to affect property requirements include the development of the 

Council’s Contact Centre and increased mobile working in Social Services and other 

services. Rationalisation of the Council’s remaining local offices continues with the 

relocation of staff from Harlington Road Depot and 855 Uxbridge Road into the Civic 

Centre. 

8.0 Partnership Working 

8.1 The Council’s property already contains many examples of cross service use, shared use 

and co-location. The Council is now working with its partners to develop a Partner Asset 

Management Strategy. This work is being managed by a cross partner asset management 

team, led by the HCPS and reporting to the Hillingdon Partners, guided by these 

principles: 

• Service delivery, customer accessibility and efficient use of built assets must drive 

collective asset needs/wants 

• All future developments to consider cross partner multiple uses as a matter of 

course 

• Recognition by all partners that the disposal of assets at highest capital receipt is 

not always the best option. At times higher savings can be made as a result of 

reaching the highest value for service users 

• The mapping of all partner assets onto a Geographical Information System 

• No assets to be declared surplus before circulation of the details to the LSP 

Partners through the Asset Management Forum 

• No future procurement of premises related support functions should take place 

without discussion with other partners. A Service Matrix must be compiled 

highlighting key partners premises related suppliers for major supply contracts and 

shared through the Asset Management Forum 

• Share 1, 5, 10 year visions for our asset developments/strategy and look to work 

them together through the Asset Management Forum with partner organisations 

• Business cases will always drive asset developments and will be reflected in all 

partners business plans, where relevant, and the Council Plan 

8.2 The team meets every six weeks and includes representatives from the Council, Primary 

Care Trust, Hillingdon Police, Hillingdon Homes and voluntary sector. Three pilot areas 

have been identified work is now underway to ascertain needs in these areas, to match 

these to current resources and to identify gaps and opportunities. 

66

9.0 The Voluntary Sector 

9.1 The Council works closely with its voluntary sector through various formal and partnership 

arrangements. The Council supports the accommodation needs of the voluntary sector 

both directly through the provision of accommodation and also via financial assistance, 

which enables voluntary groups to hire accommodation. 

9.1 Additionally the Council has introduced a new Voluntary Sector Leasing Policy, which 

provides for: 

• Assessment of market rents for all lettings at least 5 yearly 

• Affordability to be dealt with through the Grant Allocations system with: 

• Registered Charities, youth groups, arts organisations, horticultural organisations 

and approved community organisations receiving an 80% discount 

• Any organisation in need of greater subsidy may apply for further discretionary 

assistance to be determined by the Cabinet on the recommendation of the Cabinet 

Member for Finance Regeneration and Corporate Services 

• Voluntary Sector organisations receiving subsidy to provide a report of their 

activities and accounts to the Council on an annual basis 

9.2 In the majority of cases in return for agreeing to a level of rent below that assessed as the 

market rent, community groups agree to undertake both the internal and external 

maintenance of the buildings they are leasing. 

9.3 The Council acknowledges that the demand for accommodation from voluntary groups 

continues to outstrip supply. A positive development in the borough has been the 

development of a resource centre for the voluntary sector by the Hillingdon Community 

Trust. Using Single Regeneration Budget funding, the Council and its partners have 

converted and extended a former disused town hall to provide a range of permanent and 

temporary accommodation for a range of voluntary groups. The building has 50 

permanent desk spaces and also offers extensive accommodation, which can be used for 

training or meeting room purposes. Opportunities to replicate this project in other parts of 

the borough are being sought. 

10.0 Restructuring of Corporate Property Services 

10.1 Corporate Property Services is to be restructured to provide a more integrated, effective 

and value for money service. The main drivers of the restructure arise from considering 

the analysis of the Council’s third Medium Term Financial Forecast and decision to 

outsource its Facilities Management Service. The main restructuring issues include: 

• The full integration of Corporate Property Services and Facilities Management. 

• The transfer of all building maintenance services under one Borough wide 

Maintenance Manager located within Facilities Management supported by a single 

point of contact situated within F.M. Currently a range of maintenance services are 

delivered by both F.M and the Design, Maintenance and Energy Team. 

• The streamlining of the Estates and Valuation Service. 

10.2 Cabinet at its meeting on the 12 th December 2006 agreed that Borough wide Facilities 

Management (works) Services (including banqueting, building cleaning, catering, building 

maintenance and security) should be outsourced. The restructuring of Corporate Property 

Services, particularly involving the transfer of all building maintenance functions to 

Facilities Management, will provide the required infrastructure to manage the outsourced 

services. 

67

10.3 In order to use the Council’s funding for building maintenance to maximise advantage the 

vast majority of building maintenance budgets are being centralised for the Borough wide 

Maintenance Manager. Doing so will also facilitate the outsourcing project by enabling the 

full value of building maintenance funding to be identified. 

10.4 The proposed restructure and centralisation of maintenance budgets also provides a 

sound platform from which it will be possible for officers to support the Council’s premises 

management strategy. The structure managed by the Borough wide Maintenance 

Manager includes three premises managers. Whilst the majority of day to day repairs will 

be received and actioned by the single point helpdesk, the premises managers will focus 

on ensuring the Council’s corporate liabilities are met from a building compliance 

perspective. In terms of the Council’s premises management strategy the structure brings 

maintenance funding and maintenance expertise together in a more appropriate manner. 

Effectively the responsibilities for many building compliance issues, particularly of a health 

and safety nature, will transfer from service departments to the premises managers within 

F.M. A range of premises user responsibilities will however remain at site level 

The transfer of the maintenance function to F.M. will also benefit the Property Design 

team within Corporate Property Services by providing the opportunity for the team to focus 

on the delivery of a property design service. 

10.5 In terms of the way in which the Council manages it assets the following benefits will result 

directly from the restructure:- 

A single point of contact for all F.M. service requests. This will include a fully integrated 

building day to day service. 

Improvements in building compliance and use of resources. This will be achieved by 

enabling property expertise to make appropriate Corporate Property decisions by 

centralising maintenance budgets and the creation of a premises management team 

directed by the Borough wide Maintenance Manager. A fundamental role of the premises 

managers will be to audit properties in terms of building compliance. 

Improved reporting on maintenance backlog and construction of the new Council assets, 

e.g. Planned Maintenance and Revenue Maintenance Programmes. 

There will be improved arrangements for supporting the Council’s Premises Management 

Strategy. 

68

APPENDIX I1 

Organisation Charts of Senior Management relating to Responsibilities for Property and 

Officer Working Groups for Capital Investment and Corporate Management of Property and 

their Terms of Reference 

Acting Chief Executive 

Corporate 

Director 

Education Youth 

& Leisure 

Corporate 

Director 

Social Services 

& Housing 

Group Director 

Planning & 

Community 

Services 

Group Director 

Environment & 

Consumer 

Protection 

Director of 

Finance & 

Resources 

Head of 

Accounting 


Finance 

Support 

Services & 

Revenues 


Major 

Projects. 


Corporate 

Property 

Services 


ICT 


Personnel 


Legal 

Services 

Facilities Manager 

Corporate Property 

Strategy Manager 

Estates & Valuation 

Manager 

Design, Maintenance 

& Energy Manager 

69

CORPORATE MANAGEMENT TEAM 

CAPITAL INVESTMENT STRATEGY GROUP 

SERVICE PROJECT BOARD 

PROPERTY AND ACCOMMODATION 

STRATEGY GROUP 

PROPERTY ASSET MANAGEMENT PLAN 

STEERING GROUP 

70

PROPERTY AND ACCOMMODATION STRATEGY GROUP 

TERMS OF REFERENCE 

To assist the Board in providing an effective corporate approach to all property related matters. 

Specifically to: 

i) Establish and update an Asset Management Plan that accords with the Council’s budget 

strategy and the property objectives of Group service plans (including those of partner 

organisations). 

ii) 

iii) 

iv) 

Ensure effective communication between service groups and between other corporate 

groups (e.g. the Section 106 Group) regarding property and land matters. 

Establish clear ground rules that will guide and direct all Officers and Members to the 

correct processes and procedures for property management and land matters. 

Action an annual work programme agreed by the Board and Members that will include 

preparing and advising on the allocation of maintenance funds. 

v) Undertake specific land reviews and property related projects as necessary. 

71

APPENDIX J 

PROPERTY DATA MANAGEMENT 

1. Introduction 

1.1 The Principal Property Manager (PPM), on behalf of the HCPS, is responsible for the 

management of the Council’s property records. 

1.2 In accordance with the “Asset Management Good Practice Guide”, the ‘core data’ for each of 

the Council’s main property assets, excluding council housing and Foundation schools, has 

been validated and is held electronically on a central database that also provides secure 

access for Corporate Property Services staff to performance indicators and management 

reports thus enabling informed decision-making during property reviews. Further detail on this 

is included in Section 2: Property Data Records. 

1.3 The following surveys have been carried out on council properties (as noted in Section 3: 

Property Surveys): 

• Asset utilisation (assessing space utilisation, a local performance indicator) 

• Property condition (including maintenance costs in prioritised categories) 

• Asbestos survey (a dedicated database records asbestos details, including risk) 

• DDA survey (informing a prioritised works programme for improved access) 

• Energy (monitoring the effectiveness of energy-saving measures) 

• Sufficiency and Suitability (covering facilities, access, space, and environment) 

1.4 Corporate Property Services has embarked on a programme to integrate all property-related 

information, as summarised below: 

Database Function Contents Migration Plan 

Asset Management Asset valuation, condition 

surveys, site and building 

photographs, maps and 

Successfully migrated from 

spreadsheets and documents to 

CAPS Uniform database. 

boundary extents. 

Commercial leases 

Lease and rent details, 

tenant accounts, invoicing 

Currently located in Grosvenor 

PropMan database. Leasehold 

management data is being 

imported to CAPS Uniform; 

financial data and responsibility 

for invoicing is being transferred 

to the income control division of 

Finance and Resources on a 

phased basis during 2007/08. 

Grosvenor PropMan will not be 

required after 31 st March 2008. 

Property Terrier 

Land ownership details, deed Successfully captured in 

packet, area, Land Registry ArcView GIS, and now available 

title. 

as an information overlay in 

CAPS Uniform database. 

Land gazetteer [note: Unique Property Reference Incorporated into CAPS Uniform. 

this function is Numbers for each address in 

owned by Env. the borough 

Services] 

72

1.5 Property Services holds information centrally on all corporate property assets irrespective of 

which service group operates the property. Training needs have been assessed, and a 

training programme initiated to ensure the successful deployment of the corporate property 

database to service Property Liaison Officers. 

2. Property Data Records 

2.1 A record is held and maintained of basic, core data on all the Council’s property and the 

validity of the information has been tested. The Council’s Property datasets are 

computerised (CAPS Uniform v7 property management package) and list a total of 

approximately 700 property assets, excluding individual dwellings and Foundation Schools. 

Information is held on each asset to facilitate the management of the Estate in accordance 

with the Asset Management Good Practice guide and to enable the production of 

management reports to inform decisions. The dataset includes property ownership (terrier), 

valuation, condition survey, asbestos management, lease management, property utilisation 

and suitability, DDA access, and energy consumption. 

2.2 Corporate Property Services works with the management teams and property liaison officers 

in each service group to ensure the consistency and accuracy of the Council’s asset records. 

2.3 A programme of data validation included verification of every asset record to ensure that it is 

correct and complete. The details for each asset were cross-checked with other data 

sources, such as the GIS Terrier and valuation files, for consistency. 

2.4 This data cleansing process is intended to remove common errors such as duplication of 

records, mismatch of field types, typographical errors, missing data (nulls), and ensure that 

the data is accurate and reliable. To reduce the likelihood of future data errors, methods such 

as database ‘constraints’, dropdown boxes, and standardisation of formats have been 

adopted. The processes for handling data will also be improved, for example by capturing 

data once at source, specifying roles and responsibilities for data ownership, controlling 

access to data records, adopting a single data source approach where datasets can be 

integrated, and implementing more rigorous document control where records remain 

independent. 

2.5 A primary purpose for collecting this data is to derive the National and Local Property 

Performance Indicators, including NAPPMI. These enable attention to be focused on areas 

for improvement through the provision of management reports. In addition, the availability of 

comprehensive information on the Council’s assets assists decision-making on use of assets 

and supports Corporate and Service Property Reviews. 

2.6 Management information on the relative running costs of different properties is particularly 

important in making decisions on which properties to improve or sell. Estimates of whole-life 

maintenance costs also assist in decision making on the retention or disposal of properties. 

3. Property Surveys 

3.1 The Council recognises the need to obtain more comprehensive information on the 

utilisation and condition of its assets and has embarked on a number of surveys: 

3.1.1 Property Utilisation 

3.1.1.1 Space utilisation is being developed as a local PI, particularly in relation to offices 

outside the Civic Centre which were subject to a Best Value Review in 2004. Data 

already exists for all office areas within the Civic Centre. 

73

3.1.2 Condition Surveys 

3.1.2.1 Condition surveys have now been completed for all buildings based on a 

methodology that was designed to ensure a consistent approach by all engaged 

in the process. All elements of each building were assessed and an overall 

categorisation against condition categories A-D was made. Condition Categories 

are defined as follows: 

A: Good - Performing as intended and operating efficiently 

B: Satisfactory – Performing as intended but showing minor deterioration 

C: Poor – Showing major defects and/or not operating as intended 

D: Bad – Life expired and/or serious risk of imminent failure 

3.1.2.2 For each building, costs were allocated against maintenance requirements which 

provides a total cost for all buildings for the categories A-D. 

3.1.2.3 Using the information obtained from the condition surveys, the Council’s 

maintenance backlog was established in terms of the priority categories 1-3. 

Priority Categories are defined as follows: 

1. Urgent works that will prevent immediate closure of premises and/or address 

an immediate high risk to health and safety of the occupants and/or remedy a 

serious breach of legislation. 

2. Essential work required within two years that will prevent serious deterioration 

of the fabric, or services and/or address a medium risk to the health and 

safety of the occupants and/or a minor breach of the legislation. 

3. Desirable work required within 3 to 5 years that will prevent deterioration of 

the fabric or services and/or address a low risk to the health and safety of the 

occupants and/or a minor breach of the legislation. 

3.1.2.4 Surveys of the Civic Centre building fabric and services have recently been 

completed and the following programme of works prepared: 

74

CIVIC CENTRE CAPITAL REQUIREMENTS 

SUMMARY OF PROJECT COSTS £000's 

2006/7 2007/8 2008/9 2009/10 2010/11 20011/12 2012/13 2013/14 Total 

Chiller Valve Replacement 12 ~ ~ ~ ~ ~ ~ ~ 12 

Water Tank Replacement 61 ~ ~ ~ ~ ~ ~ ~ 61 

Cooling Towers 285 ~ ~ ~ ~ ~ ~ ~ 285 

Electrical Infrastructure* 100 600 500 ~ ~ ~ ~ ~ 1,200 

Access / DDA ~ ~ 150 150 150 ~ ~ ~ 450 

Roof / Drainage Gulleys 50 50 50 50 50 ~ ~ ~ 250 

WC Modernisation 18 ~ 100 100 100 32 ~ ~ 350 

AHU Replacement ~ ~ ~ 500 200 ~ ~ ~ 700 

Internal Building Fabric ~ ~ ~ 100 ~ ~ ~ ~ 100 

Multi Storey Car Park ~ ~ ~ ~ ~ 600 700 ~ 1,300 

Daylight Lighting ~ ~ 150 150 150 150 ~ ~ 600 

Lift Controls Gear ~ 400 ~ ~ ~ ~ ~ ~ 400 

Window Programme ~ ~ ~ ~ ~ ~ 50 50 100 

Asbestos Removal 1N ~ ~ 25 ~ ~ ~ ~ ~ 25 

Council Chamber refurbishment ~ ~ 200 ~ ~ ~ ~ ~ 200 

External Walk Way Repairs ~ 20 20 20 ~ ~ 20 20 100 

Replace Saltzer Pumps ~ 30 ~ ~ ~ ~ ~ ~ 30 

Exterior Lighting ~ ~ 30 ~ ~ ~ ~ ~ 30 

Balcony Repairs ~ ~ ~ ~ ~ 100 ~ ~ 100 

Fan Coil Replacement ~ ~ ~ ~ 500 750 750 1,000 3,000 

Total 526 1,100 1,225 1,070 1,150 1,632 1,520 1,070 9,293 

Notes: 

(vi) *Electrical Infrastructure - only £300K currently approved for 2007/8. Requires approval of £300K 2007/8 and £500K 2008/9 

(vii) 

(viii) 

(ix) 

(x) 

WC modernisation £18K 2006/7 - being funded from Leaders Initiative. 

Suggest Lift Controls be included in 2007/8 program as new supplier has been awarded the lift maintenance contract. 

Council Chamber modernisation provisionally programmed 2008/9 and to be reviewed in the context of Civic Centre redevelopment 


Asbestos removal 1 North provisionally programmed for 2008/9. Should be reviewed in the context of the review of the Cashiers service. 

Removal of Asbestos could then be incorporated into future scheme for change of use of premises. 

75

3.1.2.4 The total programme for an 8 year investment is therefore £9,293,000. As the Civic 

Centre requires this level of investment to deal with outstanding repairs its condition 

category overall is considered to be C (Poor – showing major defects and/or not operating 

as intended). 

3.1.2.5 The Council allocated £30,000 for condition surveys of buildings for the financial year 

2006/07. Following discussion at PASG, this was targeted at updating the information held 

on Winston Churchill Hall, Compass Theatre, Hillingdon Learning & Development Centre, 

Hillingdon Tuition Centre, Uxbridge Child Guidance Centre, Willow Tree Maintenance 

Base, Civic Hall Car Park, 62 Bedwell Gardens and Fassnidge Depot. The additional 

information collected on the buildings enabled their future to be considered in more detail 

and matched the new processing capabilities of the Property Database. Information 

collected on the community centre buildings were to be passed onto the respective 

community associations. This is to help bring to the respective community association’s 

attention, outstanding maintenance work that they are responsible for. 

3.1.2.6 Subject to agreement at PASG and any new priorities, it is anticipated that the 2007/08 

programme of surveys will complete the final year of the revisit surveys. 

3.1.3 Asbestos 

3.1.3.1 In order to meet statutory requirements regarding the compilation of asbestos information 

and records for all of its buildings as well as identify any asbestos that could pose a risk to 

building users, the Council initiated a four-year asbestos survey programme in 1999 to 

update its records and the final year of the survey programme was completed in 2004. 

3.1.3.2 To ensure that full asbestos information is kept, an Asbestos Database package was 

purchased in 2001/2 and updated in February 2003. This database was developed for 

the Council and has allowed certain information to be available through the Council’s 

Intranet (from September 2005). This database will be capable of linking with the Property 

Database. 

3.1.3.3 Key clients have been provided with direct access to the Asbestos Management database 

through the use of a web tracker. We are currently looking at the possibility of extending 

this type of access to schools. 

3.1.3.4 In June 2006 a phased programme of Asbestos re-surveys was commenced. Schools 

were given the top priority with re-surveys of all other properties to follow in future years. 

These re-surveys are being carried out once every two years. These re-surveys will 

facilitate the updating of Asbestos Registers and also ensure continued compliance with 

the Statutory Instrument 2006 No. 2739 The Control of Asbestos Regulations 2006 

3.1.3.5 The Department continues to share realtime Asbestos related information as and when it 

is received from the Health & Safety Executive. 

3.1.4 Disability Discrimination Act (DDA) Surveys and Access Improvement Works 

3.1.4.1 External consultants have now completed the majority of audits to corporately- managed 

buildings and sites for which the Council is responsible. A programme of access audits to 

school buildings is being prioritised by Education Services. 

3.1.4.2 The findings published in the consultant’s audit reports are used to prioritise the allocation 

of funding for the DDA Improvement Works Programme. The reports also identify low 

cost improvements that the officer-in-charge/Premises Manager/Site Manager can action 

and generally considerably improve awareness of Disability Discrimination Act issues. 

76

3.1.4.3 £500,000 funding was approved for the financial year 2006/07 to continue the DDA 

Improvement Works Programme. The bulk of the funding was allocated to buildings/sites 

that will contribute to meeting the declared BVPI 156 target of 50% by the end of March 

2007. These included Eastcote library, Minet Country Park, west Drayton and Cherry 

Lane Cemeteries. Funding was also allocated for a phase of the total works at Breakspear 

Crematorium and the Compass Theatre. (These last two sites will not contribute to the 

BVPI 156 figures until all the outstanding works at these sites are completed, which is 

likely to be some years in the future). Design works are underway for improvements to the 

accessible buildings at Manor Farm which are not included as part of the Heritage Lottery 

funded works 

3.1.4.4 Officers are proposing an expenditure of £500,000 for 2007/08 for access improvement 

works. After consultation with the disability group representatives and representatives 

from the Older Persons Forum the programme of works will need to be agreed by the 

Cabinet Member for Finance and Business Services. The DDA Improvement Works 

Programme will need to continue for many years after improvements have been made to 

BVPI 156 listed buildings/sites. 

3.1.5 Energy, Water, CO 2 and Repair and Maintenance Costs 

3.1.5.1 The DCLG requires that the costs of energy and water use, repairs and maintenance 

costs and CO 2 emissions for all the Council’s operational buildings are collected and 

reported annually, which satisfies the Property Performance Indicator number 4. Using the 

Council’s ORACLE financial accounting system, costs can be easily extracted and are 

collated annually for reporting the respective components of the aforementioned 

performance indicator, other than CO 2 emissions. 

3.1.5.2 The DCLG has decided not to proceed with BVPI 180a (Energy) but the reading of gas 

and electricity meters continues to ensure each property’s energy performance is carefully 

monitored. This data can then be used to determine future targets relative to investment in 

energy savings measures identified through energy audits, in addition to the calculation of 

CO 2 emissions. 

3.1.5.3 Energy purchasing costs are kept to a minimum by collectively tendering Hillingdon’s gas 

and electricity supplies with a number of neighbouring London Borough’s premises 

together, through the Local Authority Agent LASER. 

3.1.6 Suitability updated 

3.1.6.1 An initial suitability assessment of most major property categories, including Offices, 

Residential Homes and Day Centres, Sports Centres and Pools, Libraries, and Car Parks 

was compiled in 2003. 

3.1.6.2 For 2005/06 a more detailed Suitability questionnaire was developed as shown in 

Appendix J1. This was developed to provide a more comprehensive assessment of the 

suitability of properties used for the provision of services to the public. 

3.1.6.3 Updated assessments of the authority’s libraries, swimming pools and sports centres, 

social services day centres, hostels and homes have been collected and analysed. The 

survey information for similar use types buildings (e.g. libraries) is collected and compared 

to the other same type buildings so that the most suitable buildings can be identified, an 

average score calculated and below desirable scores in the various categories identified. 

3.1.6.4 For 2006/07, a more detailed and searching questionnaire was developed specifically for 

the car parks. These assessments were used in connection with the car parks review. 

3.1.6.5 Buildings not reassessed during 2006/07 will be updated during 2007/08. 

77

3.1.6.6 New performance management information is required for 2006/07 as new national 

performance indicators are being introduced: - 

PMI 3A: 

% of portfolio by GIA per sq. m for which a suitability survey has been undertaken over the 

last 5 years. 

PMI 3B: 

Number of properties for which a suitability survey has been undertaken over the last 5 

years. 

As Council officers have already started undertaking these surveys we are in a good 

position to provide this information for 2006/07. 

4. Information Systems Planning 

4.1 A programme of necessary improvements was identified in the Council’s Best Value 

Review of Property Services (January 2001). These have now been implemented and are 

reflected in the Organisational Arrangements set out in Appendix I. The Best Value 

Review of Property and the AMP 2002 identified the need for a unified Property Database 

to facilitate the management of property information. 

4.2 The CAPS Uniform property management database has been loaded with Asset data, 

including Valuations and Condition Surveys. The database has been rolled out to 

Property Services staff, together with appropriate training. 

4.3 In addition to the plans for the new Corporate Property Database, the Council already 

operates two further relational databases to support the management of ‘intermediate’ 

data on corporate property: 

a) Grosvenor PropMan database, established in 1996, which contains information on 

properties that the Council leases and associated management of rent. Although the 

Grosvenor system automatically generates invoices for rent, it is incompatible with 

the Council’s Oracle Financials database. Therefore, the property-related data from 

Grosvenor is being migrated to the CAPS Uniform database, and management of the 

financial/invoice-related data will be transferred to the income control division of 

Finance and Resources on a phased basis during 2007/08. Grosvenor PropMan will 

not be required after 31 st March 2008. 

b) ESRI Arc View GIS, established in 2000, which contains geographic information from 

the Council’s original paper-based Terrier. 

4.4 The Arc View GIS dataset for the property terrier is web enabled and is available Councilwide 

to any Member or officer using a PC-based internet browser. The transfer of paperbased 

mapping and textual information from the property register sheets has constructed 

the GIS dataset. This activity is now complete and provides a valuable source of data on 

property ownership, asset boundaries, and neighbouring geographic features. The 

Ordnance Survey mapping data is supplemented with aerial photographs covering the 

borough and providing a detailed aerial view of the land and individual buildings. 

4.5 Other ‘intermediate’ data, such as condition survey data and user data from service group 

regarding suitability etc., is available in spreadsheet form and is used to generate Property 

Performance Indicators. This data is also used to inform property reviews and option 

appraisals. 

78

4.6 Environment & Consumer Protection have developed the Local Land and Property 

Gazetteer (LLPG) within the organisation using the National Land and Property 

Gazetteer/National Land Information Service (NLPG/NLIS) unique property referencing 

system. The gazetteer is now fully operational within the CAPS Uniform database. 

4.7 Corporate Property Services holds data centrally on all corporate property assets 

irrespective of which Service Group operates the property. The PPM has taken 

responsibility for Corporate Property Services datasets and for maintaining centralised 

version control for key information files. 

4.8 Financial data is managed using the Oracle Financials database application. Financial 

transaction data from rent collection is currently transferred to the Oracle system on a 

semi-automatic basis, by the export/import of data from the Grosvenor database. 

4.9 A library of over 2,500 high-resolution digital images has been compiled, covering building 

elevations and maintenance-related views and linked to the CAPS Uniform property 

database, and the Asbestos Database. 

79

APPENDIX J1 

Draft Suitability and Sufficiency Survey 

Property Name: 

Address: 

Service provided from this property: 

Any other occupiers: 

Name of person completing this 

questionnaire 

Position: 

Telephone number: 

Date of assessment: 

1. This questionnaire attempts to set measures against which to judge the performance of property assets. Although this will necessarily 

involve a degree of subjectivity, hopefully the structured format will allow at least some degree of evaluation and comparison between 

various properties. 

2. The questions are set out in a number of categories, with an overall assessment at the end of each section 

3. The performance of the property in response to each question is assessed on a scale of 1 to 5, where: 

1 = Unacceptable 2 = Unsatisfactory 3 = Generally satisfactory but in need of some minor improvement 4 = Satisfactory 

5 = Excellent 

4. The overall assessment in each category is the average of the results. For example, two 2’s and two 4’s would give an overall rating of 3 for 

the category. 

80

Section 1: Location 1 2 3 4 5 Possible Improvements/comments 

Is the property in the right location for the public? 

Is the property in the right location for its staff? 

Is the property in the right location for the proper function 

of the occupying Department? 

If unsuitable, where should the property be located? 

Please give details 

Is there adequate on-site parking for users? 

Is there adequate on-site parking for staff? 

Is there any off-site parking? 

Is the property easily accessible by public transport? 

• IS THE PROPERTY EASILY ACCESSIBLE BY 

ROAD? (CONSIDER THE EFFECTS OF ANY 

PEDESTRIANISED SCHEME) 

• COULD THE SERVICE DELIVERY BE IMPROVED 

IF DELIVERED FROM A MULTI-AGENCY OR 

SERVICE BUILDING? 

• WHAT OTHER AGENCIES OR SERVICE/S 

COULD THE PROPERTY BE SHARED WITH? 

• OVERALL ASSESSMENT 

81

Section 2: Space 1 2 3 4 5 Possible Improvements/comments 

Is the layout/shape/style of the space suitable for the 

purpose of the service delivery? (Consider how the 

different parts of the property relate to each other and 

whether facilities are located in the right place, etc) 

Is the property large enough for that purpose? 

Is the property fully utilised? 

Are the toilet facilities suitable? (Consider both able and 

disabled persons; Is there a need for toilets for the public, 

etc) 

Are the reception facilities suitable for the purpose? 

(Consider the extent to which they balance openness and 

ease of access with staff security; height and width of 

reception; obstructions; glass screen around;) 

Are the interview facilities suitable for the purpose? 

(Consider noise transfer; panic buttons; ambience; 

ventilation, etc) 

Are there adequate welfare facilities for staff? (Consider 

kitchen, changing rooms where required, etc) 

• OVERALL, IS THE PROPERTY SUFFICIENT FOR 

THE PURPOSE OF SERVICE DELIVERY? 


82

Section 3: Accessibility 1 2 3 4 5 Possible Improvements/comments 

Is the property accessible to people with special needs? 

(Consider wheelchair access, automatic doors, designated 

parking places, etc?) 

Does the internal layout allow ease of movement? 

(Consider changes in level, door and corridor widths, 

hearing loops, height of switches, etc?) 

Is the internal signage to the property adequate? 

(Consider their position, quality, clarity, format, e.g. for 

disabled users/community language users and whether 

they are up to date.) 

Is the external signage to the property adequate? 

(Consider their position, quality, clarity and whether they 

are up to date.) 


83

Section 4: Services/Environment 1 2 3 4 5 Possible Improvements/comments 

Does the heating system for the property enable you to 

consistently maintain a suitable temperature? 

Does the heating system meet your requirement? 

(Consider ability to heat different rooms for different time 

spans to different temperatures; are low surface 

temperature radiators appropriate for the users needs; 

etc) 

Is the level of ventilation currently achieved acceptable? 

Is the control of the ventilation acceptable? (Consider 

centrally or individually controlled air conditioning; can you 

open the windows, etc.) 

Does the current method of ventilation generate other 

problems, which interfere with the services being 

delivered? (Consider external noise, fumes, etc.) 

Does the means of lighting achieve satisfactory levels? 

Are the means of controlling the lighting arrangements 

satisfactory? (Consider whether: the type of lighting is 

appropriate; the ability to zone the lighting is suitable) 

Are working areas suitably protected from excessive 

sunlight? 

Is there an adequate supply and distribution of power 

points? (Consider whether single points serve more than 

one appliance; the location requires excessive cable runs 

across active working areas, etc) 

Are the IT or other facilities of sufficient standard? 

Are the acoustics within the property suitable? (Consider 

noise levels between rooms, height and finish types of 

ceilings, etc.) 


84

Section 5: Safety and Security 1 2 3 4 5 Possible Improvements/comments 

Does the property provide a safe and secure 

environment? 

Are emergency procedures in place for property 

evacuation in case of fire, bomb threat, etc? 

How secure is the property, in protecting users, staff, 

equipment, data and building fabric? 

Have risk assessments been carried out and measures 

taken to minimise risks to occupants? 

Is the presence of asbestos known? 


85

Section 6: General Property Image 1 2 3 4 5 Possible Improvements/comments 

Is the age of the building appropriate? (Consider whether 

the service would be better delivered from an older low 

profile property as distinct from a new high profile one) 

Is the type of construction appropriate? (Consider service 

user perception, issues arising from, for instance, 

temporary type of structures, or ‘older’ style architecture, 

relative to the nature of the service being delivered.) 

Is the internal decoration to a suitable level for current 

use? 

Is the external appearance of the property acceptable? 

(Consider external decorations; the presence of graffiti; 

leaking gutters/down pipes causing staining to walls; 

damage to boundary walls/fences, etc.) 

Are the floor surfaces suitable for the property’s purpose? 

(Consider anti-slip where needed, non-static, state of wear 

and tear, etc.) 

Are public reception areas comfortable and inviting? 

(Consider whether the reception point is clearly visible, 

that the furniture is suitable; the extent to which the area is 

used as a ‘store’ for redundant equipment; the posters that 

are displayed and their appearance, etc.) 

Is the property cleaned to a high enough standard? 

Are the external areas adequately laid-out and 

maintained? (Consider whether the layout offers hiding 

places to ‘undesirables’, prevention of vandalism, etc.) 


86

Section 7: Overall 1 2 3 4 5 Possible Improvements/comments 

Please state the overall suitability for the building 

In your opinion, what is the highest priority for 

improvement to the property from a staff point of view? 

In your opinion, what is the highest priority for 

improvement to the property from the public viewpoint? 

How could improvement of the property enhance service 

delivery? 

Summary: 

1. Location 

2. Space 

3. Accessibility 

4. Services/Environment 

5. Safety and Security 

6. General Property Image 

7. Overall 

Grading 

87

APPENDIX K 

CONSULTATION 

Introduction 

1. This AMP has been developed in consultation with Service Departments. In particular it has 

been considered with Property Liaison Officers at the regular meetings of the Property and 

Accommodation Strategy Group (PASG). In addition individual meetings have taken place 

with each service to review changes in their Service Plans from last year to establish what 

impacts these may have for property usage and any support required from Corporate 

Property Services. Established consultation mechanisms are in place with schools and 

other partners in relation to the schools estate. 

General Council Approach 

2. The Council aims to build up regular engagement with the community to provide more 

information on Local Strategic Partnership (LSP) activities and to influence service 

development. It also aims to have strengthened joint working within the LSP. Council 

contact with representative forums such as the Older Persons Assembly will be increased 

and there will be more integrated working within the LSP, including an assessment of the 

scope for sharing facilities with the Police and the Primary Care Trust. 

3. The Council is developing a Consultation Strategy that will ensure a coordinated corporate 

approach to consultation for the Council. The strategy will explain for we will consult and 

engage with the community throughout Hillingdon to truly deliver the councils vision of 

becoming a modern well-managed council. 

Consultation regarding Property – Within the Council. 

4. The Borough’s first Green Spaces Strategy was adopted by the Council in November 2002 

and now provides direction for all aspects of the management of the Borough’s Green 

Spaces facilities. Consultation processes used by the Green Spaces Team have led to 

effective community input into decisions affecting green spaces particularly on the 

allocation of the Green spaces strategy implementation capital sum of £250,000 in 2006/7. 

The Green Spaces Team also work closely with Hillingdon Allotments and Horticultural 

Federation to implement the joint allotments strategy. The Federation and individual plot 

holders were consulted about the rationalisation proposal and improvement of sites has 

now begun. 

5. Consultation has also taken place in a number of Best Value Service reviews. 

Consultation carried out during the best value review of Cultural Services indicated that 

better buildings and facilities were an important factor with over 80% of residents feeling 

improvements would enhance their ability to benefit from cultural services and activities in 

the borough. The Council’s website is an important forum for consultation. 

6. The Council also undertakes public consultation on major schemes or policies. For example 

the Council has revised its Equalities Policy and the LSP has produced an Equalities 

Statement setting out its intentions. Both are subject to a three month long public 

consultation exercise ending in September when the documents will be revised and 

finalised. 

7. Service departments have been involved in consultations and are engaging with customers 

as detailed below:- 

88

ADULT SOCIAL CARE, HEALTH & HOUSING 

Social Services Modernisation Programme 

There has been and continues to be extensive consultation with service users, carers, 

parents and service users’ advocates and other stakeholders including staff, voluntary 

sector representatives and special interest groups as part and parcel of the service 

modernisation process. Ongoing consultation is focused on users, carers, health and other 

stakeholder groups, and include briefings, low-key conferences, informal small group 

meetings, user-friendly leaflets, and surveys. Structures have been set up to ensure there is 

the maximum possible stakeholder involvement in the modernization programmes. 

The Learning Disabilities Modernisation Programme Board oversees all aspects of the 

modernisation programme. High-level consultation is via the Partnership Board that 

includes user and carer representatives, voluntary and private sector provider 

representatives. Additional consultation is undertaken through project specific groups that 

morph to include stakeholders as dictated by the project – for example a group was set up 

to ensure that residents and advocates of residents of Bourne Lodge were fully involved in 

the project to replace the services in a new build scheme on the High grove site; the 

refurbishment of Merrimans respite facility has a project group that has parent/carer 

representatives. This is in addition to the extensive 1:1 contact between staff and services 

users which includes involving service users in the modernisation programme. 

Mental Health modernisation programme is also overseen by a Modernisation Project Board 

that has a range of stakeholders including service users and service providers. 

Consultation is a standard agenda item for the Modernisation Project Board, which receives 

reports on consultation with service users, carers and relatives, staff and other stakeholders 

that is taking place throughout the modernisation programme. 

The modernisation of day services will follow the consultation good practice established by 

the learning disabilities and mental health modernisation programme. 

Housing Development Programme 

The housing development projects are managed under the Council’s Project Management 

framework. As part of this process stakeholders are identified and project sponsors and 

managers agree method for engaging with key stakeholders. This set the framework for 

consultation on the new council house-building programme. 

There was extensive consultation involving councillors and local communities prior to the 

construction of the new flats on the Middlesex Lodge site, the fact that this scheme is 

specifically for older people is as a result of consultation prior to commissioning the project. 

In addition potential future residents were involved in the design of the scheme and 25 of 

the residents moving in have had the flats fitted out to their individual requirements. 

Residents and neighbours will be surveyed after completion of the project to identify 

aspects of the project that went well and what we need to improve on future housing 

development projects. 

Officers are preparing a consultation plan for the HRA Pipeline Sites project. This will build 

on the experience of previous housing development projects with much more extensive 

consultation planned, involving councillors, local residents, special interest groups, 

Hillingdon Homes and Council staff, and other statutory and private organisations as 

determined by the individual nature of sites. There will also be the statutory consultation 

carried out as part of the planning application process. 

89

Education and Children’s Services 

Consultation has occurred for the 2 Early Years Centres at Uxbridge, South Ruislip and the 

Children’s Centre at Hayes as they have to conform to Ofsted National Standards with 

regard to premises and these standards ensure that they are ‘safe, secure and suitable for 

their purpose’ (i.e. for use by children under 5). In addition, consultation was carried out a 

couple of years ago with parents at Nestles Avenue Children’s Centre in respect of the 

extension to the premises and will be carried out where capital works are being carried out 

in the future. 

Community Consultation. An adult plus survey has been carried out every three years, the 

consultation being on building conditions. 

8. There are user groups for the Council’s two main Council premises, the Facilities 

Management User Group (for the Civic Centre) and Harlington Road Depot Users Group. 

These include representatives from all departmental occupiers and meet regularly to 

consider issues and agree improvements in their operation, security and provision of 

services at these premises. 

9. The results of customer consultation in the Housing Needs Best Value Review highlighted 

unsatisfactory provision of reception facilities in the Civic Centre. This has now been 

addressed with the provision of a separate housing needs reception. This has more space 

for waiting customers and better interview facilities. 

10. All property services provided in house by the Council, including the Estates & Valuation 

Service, Design Maintenance and Energy team, and Facilities Management, undertake 

customer consultation on the services they provide. This is mainly done through the use of 

questionnaires seeking feedback on different aspects of the services provided and 

outcomes. Relevant management teams consider the responses, and any areas of 

concern are examined further and discussed with clients to identify and implement 

improvements in practices and delivery. 

11. Within the Community – In order to ensure that the Voluntary Sector Leasing Policy is 

working efficiently and equitably, officers from Corporate Property Services have met with 

community representatives to identify any areas of concern. The Hillingdon Federation of 

Community Associations has been asked to give feedback and identify areas where further 

council support is required 

12. Facilities Management, in considering plans for the new Civic Centre Main Reception, 

involved members of the community to seek their ideas regarding access and layout. 

13. For the 2006/07 DDA programme, officers have worked closely with disability groups to 

seek their input both in terms of practicality of proposals and alternative ideas for the 

approved projects. For the 2007/08 Programme, in accordance with DDA 2005, 

consultation will be extended to representatives of the Older People’s Forum and other 

disability group representatives. The level of funding and the approved projects will be 

finalised by end of March 2007. 

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APPENDIX L 

GLOSSARY OF TERMS 

ACES 

Association of Chief Estates Surveyors 

ALMO 

Arms Length Management Organisation 

AMP 

Asset Management Plan 

BAA 

British Airports Authority 

BV 

Best Value 

CAB 

Citizens Advice Bureau 

CISF 

Capital Investment Strategy & Framework 

CISG 

Capital Investment Strategy Group 

CO 2 

Carbon Dioxide 

NaPPMI National Property Performance Management Initiative. 

CPA 

Comprehensive Performance Assessment 

CPO 

Corporate Property Officer 

CPSM 

Corporate Property Strategy Manager 

DDA 

Disability Discrimination Act 

DfES 

Department of Education and Skills 

DLO 

Direct Labour Organisation 

DMT 

Departmental Management Team 

DoH 

Department of Health 

GLA 

Greater London Authority 

GOL 

Government Office for London 

HCPS 

Head of Corporate Property Services 

HIP 

Hillingdon Improvement Programme 

HRA 

Housing Revenue Account 

IAG 

Inter Authorities Group 

ICT 

Information and Communications Technology 

IEG-2 Implementing e-Government, Phase 2 

IEGS 

Implementing Electronic Government Statement 

IRR 

Internal Rate of Return 

KLOE 

Key Lines of Enquiry 

KPIs 

Key Performance Indicators 

LASER 

Local Authority South East Region 

LDA 

London Development Agency 

LIFT 

Local Improvement Finance Trust 

LLPG 

Local Land and Property Gazetteer 

NHS 

National Health Service 

NLIS 

National Land Information Service 

NLPG 

National Land and Property Gazetteer 

DCLG 

Department for Communities & Local Government 

PASG 

Property and Accommodation Strategy Group 

PCT 

Primary Care Trust 

PFI 

Private Finance Initiative 

PI 

Performance Indicator 

PID 

Project Initiation Document 

PISM 

Property Information Systems Manager 

PPP 

Public Private Partnership 

RIBA 

Royal Institute of British Architects 

SRB 

Single Regeneration Budget 

VA 

Voluntary Aided 

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Supplementary A - London Borough of Hillingdon

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